BUSINESS PLAN. Toys

i
"YEAR OF THE PROMOTION OF THE RESPONSIBLE INDUSTRY AND

CLIMATE COMMITMENT"
Professional Career in Banking

Administration and Graphic Design
BUSINESS PLAN:
IMPLEMENTATION OF A GAME ROOM AND SALE OF
EDUCATIONAL AND CREATIVE TOYS FOR CHILDREN
UNDER TWELVE YEARS OLD IN THE CITY OF
HUANCAYO
THEORETICAL PRACTICAL WORK

Presented by:
 IPARRAGUIRRE LLANA, EVELIN ANDREA
 PALACIOS ALCOCER, JUSSELY MERCEDES
 TAPIA MAGARIÑO, SHARON ESTHER
To Opt for the Title of:

TECHNICAL PROFESSIONAL IN
BANKING ADMINISTRATION AND GRAPHIC
AND ADVERTISING DESIGN
Huancayo – Peru
2014
ii
ADVISER:
Lic. Enrique Luis Campos Ponce

iii
A: Our parents because they are the ones

who give us a life lesson to achieve
personal, family and professional
success.
iv
INDEX
Front page Yo
advisory ii
Dedication iii
Index iv
Introduction v
Chapter I
GENERAL FEATURES
1.1 Project Name 1
1.2 Nature 1
1.3 Vision and Mission 1
1.4 Location 2
1.4.1 Surface extension 2
1.4.2 Limits 2
1.5 Company name, members 3
1.6 ISIC Code 3
1.7 Execution Unit 3
1.8 Concept of the problem (Supply or demand opportunity) 4
1.9 Objectives 4
1.9.1 Objectives of the study 4
1.9.2 Project objectives 4
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1.10 Business strategy 5
Chapter II
MARKET STUDY
2.1 Development Framework 9
2.2. Definition of products 9
2.2.1 Educational toys for children between 0 and 4 years old 9
2.2.2 Educational toys for children from 3 to 5 years old 15
2.2.3 Toys for children from 6 to 12 years old 17
2.3 Demand analysis 18
2.3.1 Geographic distribution of the consumer market 18
2.3.2 Market segmentation 19
2.3.3 Demand quantification 19
2.3.4. Questionnaire design 23
2.3.5. Results of the test 23
2.4 Analysis of the macro environment 37
2.4.1 Political-legal environment 37
2.4.2 Economic environment 37
2.4.3 Solidity of the Peruvian economy 40
2.4.4 Interest rate 40
2.4.5 Price indices 41
2.4.6 Sustained growth in the province of Huancayo 42
2.4.7 Economic geography 43
2.4.8 Local economy 44
2.4.9 Technological environment 44
2.4.10 Ecological-environmental 47
2.5 SWOT Analysis 51
2.6 Marketing analysis (4P) 53
2.6.1 Product 53
2.6.2 Price 53
2.6.3 Promotion 53
2.6.4 Place 56
2.7 Projected demand table by product/service 57
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2.8 Product life cycle 60

Chapter III
TECHNICAL STUDY
3.1 Sales technology 62

3.2 The sales process 63
3.2.1 Product Knowledge 64
3.2.2 Customer prospecting 64
3.2.3 Product presentation 64
3.2.4 Handling of doubts and objections 64
3.2.5 Closing of the Sale 65
3.2.6 Sales tracking 65
3.3 Requirement for administrative expenses 65
3.4 Sales expense requirement 66
3.5 Requirement of tangible investments 67
3.6 Requirement of intangible investments 67
3.7 Size 69
3.8 Location 72
3.8.1 Macro localization 73
3.8.2 Microlocation 74
3.8.3 Point method location table 74
3.9 Environmental impact analysis: 76
3.9.1 Environmental impact 76
Chapter IV.
LEGAL AND ORGANIZATIONAL STUDY
4.1 Corporate form (Minute is attached) 77
4.2 Labor regime 78
4.3 Tax regime 78
4.4 Functional organization 81
4.5 MOF 83
Chapter V.
INCOME PROJECTION
5.1 Revenue from sales of main product 85
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Chapter VI.
ECONOMIC STUDY
6.1 Budget for purchasing toys 96
6.2 Direct labor budget 99
6.3 Factory load budget 99
6.4 Administrative expenses budget 99
6.5 Sales Expense Budget 100
6.6 Budget for intangible and tangible investments 101
6.7 Depreciation 102
Chapter VII.
INVESTMENT AND FINANCING
7.1 Investment structure and total investment 103
7.2 Financing budget 104
7.3 Financing payment schedule 105
Chapter VIII.
ECONOMIC AND FINANCIAL EVALUATION
8.1 Projected economic and financial cash flow 106
8.2 Projected Profit and Loss Statement 107
8.3 Breakeven point 107
8.4 Economic, financial and accounting indicators (VAN, IRR, B/C, PRC) 112
CONCLUSIONS
SUGGESTIONS
BIBLIOGRAPHY AND SOURCES OF INFORMATION
APPENDIX
ANNEXES
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PRESENTATION
The development of any business activity involves undertaking actions, which to

carry them out requires the prior preparation of systematized studies, which allow
us to have more relevant information to determine whether or not it is advisable
to execute it. This pre-feasibility project is an action that will contribute to a global
objective of forming a micro or medium-sized company that will be dedicated to
the marketing of educational toys for children under twelve years of age.
There will undoubtedly be many works on how to provide added value to our
services, however we consider this plan a very useful instrument for anyone
dedicated to doing business in the commercial sector since we consider this
sector of economic activity to be the one that will bring greater benefits to our
environment. This project aims to enrich and provide better elements of judgment
for the installation of a toy marketing unit that encourages the creativity and
intelligence of children through the use of educational - creative toys.
For a better understanding of the project, it has been divided into eight chapters
independently, but without losing the integrative focus; The project begins with an
introduction, describing the objectives as well as why the project is intended to be
carried out. The second chapter carries out a market study of the service and
products (toys) to be offered using primary (surveys) and secondary sources of
information; The third chapter makes a technical study on the size and location of
the project with the use of the factor reweighting method. The fourth chapter
provides us with everything related to the organization of the company and the
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fifth chapter analyzes the income budgets, the sixth chapter makes purchase
budgets, administrative expenses, sales expenses and project investments; The
seventh chapter calculates the investment amounts and defines the financing
mode and finally the eighth chapter carries out the economic and financial
evaluation using profitability indicators such as the economic and financial Net
Present Value, as well as the internal rate of return, the profit coefficient. cost and
sensitivity analysis.
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EXECUTIVE SUMMARY
After handling various business alternatives, by consensus, Management came

to the conclusion that the service it will offer to the Mantaro Valley market will be
the sale of educational and creative toys aimed at a market made up of children
from zero to twelve years of age. age because by using the aforementioned toys
we can positively influence their training, encouraging their creativity and
developing their intelligence, which allows us to establish a new way of reaching
the local market and why not national in the near future.
In the national market there are very few services of this type, this tells us that
our country is an attractive market to develop this business and obtain the
desired profitability; However, our service will have to compete with others with
similar characteristics, but we are sure that our competitive advantage will give us
the desired success.
As far as the market is concerned, a market study of the service to be provided

has been carried out, giving us a potential market made up of 41,910 parents, an
available market of 37,463 children and an effective market of 33,185, all of this
for the year. 2014; of which the project will only cover 15% of sales, which
represents 6,802 annual sales for the year 2014.
The business will be located in the center of the city of Huancayo because this
place has been evaluated by the weighted point method, reaching the highest
score taking into account 6 factors.
The total investment reaches the sum of S/ 59,875.84 soles, of which 48.77% will
be financed with a loan of S/ 29,178.00 soles and 51.27% will be your own
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contribution.
Finally, conclude that the business plan is viable and profitable based on the
results of the economic and financial indicators obtained: VANE = 115 184.95;
NPV = 129 482.85 ; ERROR = 54.94%; TIRF = 79.00%; COEF. B/C = 1.10 and
the recovery of the invested capital.
1
Chapter I
GENERAL FEATURES
1.1 Project's name:
IMPLEMENTATION OF A GAME ROOM AND SALE OF EDUCATIONAL

AND CREATIVE TOYS FOR CHILDREN UNDER TWELVE YEARS OLD
IN THE CITY OF HUANCAYO
MAGIC TOYS EIRLTDA TOY STORE
1.2 Nature
According to its characteristics, this project is classified as a fun center,

whose business idea is to provide the sale of toys brought from the city of
Lima-Peru to our target customers who are children from 0 to 12 years of
age, meeting their expectations. and childhood wishes. Thus, our project, a
toy sales company, will be aimed at the general public. Our added value is
to give the product a try in a playroom, so that the child's choice is easier.
1.3 Vision and mission
VISION: The company “JUGUETERÍA MAGIC TOYS EIRLtda.” Huanca will

be positioned in the market as a marketing company of educational toys
whose added value and quality is clearly perceptible by customers and
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managed effectively by a team of professionals of high human quality, in

continuous learning.
MISSION: Market educational toys, stimulating the development of

children's intelligence and creativity.
1.4 Location
Region: Junin
Province: Huancayo
District: Huancayo
Location: Huancayo.
AV/Jr. : Our business is located in the center of the city, on one of the
busiest streets in Huancayo.
1.4.1 Surface extension
Huancayo is located within the Mantaro Valley at 3,271 meters

above sea level in the Central Sierra of Peru. Huancayo is the
capital of the department of Junín; It has a territorial area of 3,597
km2.
The current estimated population for the city of Huancayo amounts

to 495,002 inhabitants, which represents 37.7% of the current
population growth.
1.4.2 Boundaries
The province of Huancayo, capital of the department of Junín, is

located in the central part of Peru, in the heart of the Andes
Mountains at 3,271 meters above sea level, it has a territorial area
of 3,558 km2 and a population density of 131.5 inhabitants/km2. It is
made up of 28 districts and is bordered by the province of
Concepción to the north, the department of Huancavelica to the
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south, the province of Satipo to the east and the province of

Chupaca to the west.
1.5 Company Name Members
The associated legal entity is called “JUGUETERÍA MAGIC TOYS

EIRLtda.” and it includes the partners that we show in table N°1, members
and founders of the company.
TABLE N°1
MEMBER PARTNERS OF JUGUETERIA MAGIC EIRLtda.
Sharon Tapia
Magariño Senior partner
Jussely Palacios
Alcocer Partner
Iparraguirre Llana,
Partner
Evelin Andrea
1.6 ISIC Code (Single International Industrial Classification)
The aforementioned service can be classified as retail sale of games and

toys in specialized stores, the ISIC code being G 4764 - 0.
1.7 Executing unit
The executing entity that will be in charge of the development of this project
is made up of the group of private investors:
o Iparraguirre Llana, Evelin Andrea

o Sharon Tapia Magariño
o Jussely Palacios Alcocer
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1.8 Conception of the Problem (supply opportunity, demand opportunity)
The society in which we find ourselves presents clear differences among its
citizens between each of them, both in their tastes or in their preferences
compared to their attitude towards a product. Thus, our project, a toy sales
company, will be aimed at the general public. Our added value is to give
the product a try in a playroom, so that the child's choice is easier. (WE
REALIZE THAT IN THE CENTER OF HUANCAYO WE DO NOT FIND A
PLACE WHERE CHILDREN CAN HAVE A SPACE SO THEY CAN TEST
THE TOYS BEFORE THEY ARE PURCHASED).
1.9 GOALS
1.9.2 PROJECT OBJECTIVES.
1.9.2.1 GENERAL OBJECTIVE
Implement a games room and sale of educational and creative toys

for children under twelve years of age in the city of Huancayo.
1.9.2.2 SPECIFIC OBJECTIVES
 Verify the existence of a potential unsatisfied market and that it is

viable, from an operational point of view, to introduce our
educational toy sales service into the market of the city of
Huancayo.
 Plan an effective and efficient administrative organization in such

a way that sustained growth is achieved.
 Demonstrate that it is economically and financially profitable to

carry out the project.
1.10 BUSINESS STRATEGY

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The toy store “Magic Toys” EIRLtda . It will use a series of strategies to
attract customers to the company, our main objective is to promote the first
educational and creative toys, acting with permanent reinforcements to
continue customer loyalty.
The business strategy will be based on:
Product
Product differentiation strategy.
The product that is expected to be introduced to the market in the city of

Huancayo will be new, unknown products.
Price
The price of the product in the Huancayo market will be reasonable prices
and the reach of socioeconomic sectors A, B, C.
Promotion
 Market penetration strategy
 Competitive strategies
 Advertising in various media
 Attract customer attention with promotions.
 Customer preservation, provide information about the product and

promotions.
 Respect for established schedules.
 Each of the workers are aware of their responsibilities.
 Teamwork.- Fluid communication between company workers
 Prepare a file with the names of potential clients where we focus on

their needs for our product.
 Constantly improve service

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 Marketing and sales strategy
Selling Policies:
 The product collection system will be in cash.
 Initially, having a captive market, 50% of the total sale will be in cash,
while the other 50% with 7-day credit, which can be deferred to 10
days.
 Payment will be credited to a current account. Likewise, checks and,

if applicable, cash will be received.
Seller Profile
 It describes a set of traits and qualities that the salespeople assigned

to the store must have to sell our company's product. However, it
should be noted that in this profile, the basic element that the
salesperson has is to achieve optimal results in the company. In this
sense, three basic qualities that he must have to achieve a good
result are described, which are the following:
o Positive attitudes.
o Personal and sales skills.
o Knowledge of our company, that is, the products it provides to the
market.
Advertising:
Advertising Objectives.
 Initially, the organization, having a Target Market, will develop opening

advertising, for the short - medium term, so that the company
consolidates. - Inform our potential clients about the presence of new
toys and where the client can try them first. to acquire it in the city of
Huancayo.
Proposed Campaign Type and Duration:

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Our advertising campaign is a launch campaign, since through it it is

necessary to inform about the opening of this company in the market,
highlighting the main benefits and advantages according to the demands of
the clients, thus covering their needs. Strategically, it has been proposed
that the duration of this campaign will be throughout the year, every two
months; That is, every two months, advertising envelopes will be sent to
our potential clients in order to persuade them and make the sale.
Square
Positioning
 The place that the company name occupies in the customer's mind in
relation to other products focuses mainly on the recognition of being
manipulated before purchasing it.
 Position the name of the toy company “MAGIC TOYS” EIRLtda. in the
Target Market.
 Efficiently satisfy the needs of our clients, in terms of the product

offered, covering most of their expectations.
 Keep our potential customers informed about the product,

permanently.
 Achieve the loyalty of our permanent and potential clients
Direct marketing
We have chosen this advertising medium because it is the one that best
suits our needs, as well as because it has advantages such as:
 Use letters and catalogs with details of the product.
 Explain the main benefits that the product and the company offers you.
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 It is a direct medium.
 The potential client is efficiently reached.
 Through this means you have a personalized contact with the

company-client.
 It's more economical.
 It allows you to direct the effort towards an already identified client.

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Chapter II
MARKET STUDY
2.1 Development Framework
The business of manufacturing and selling educational toys in Peru is

relatively new because traditionally parents acquired them either
educational toys which play a very positive role in the intellectual formation
and acquisition of values in their children, or toys that, on the contrary,
caused a negative influence on the child's education, this fact has been
losing validity in recent years due to the appearance of new educational
currents such as early stimulation and others, which is why a study of
market taking into account suppliers or manufacturers as well as
consumers specifically in the city of Huancayo and its metropolitan districts,
namely El Tambo and Chilca.
2.2 Definition of products
To clearly define the products (educational toys) to be marketed, we will

divide them into three categories, namely:
2.2.1 Educational toys for children between 0 and 4 years:
These types of toys are those that will help the baby develop skills
and abilities necessary to facilitate learning, enrich their auditory
and visual sensory experiences, putting them in contact with their
environment, they will feel motivated to ask about their
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environment and the objects that there is around him. With them
we can introduce them to the world of stories, developing reading
skills, and it consists of six consecutive series of cards, namely:
2.2.1.1 Series of visual and auditory stimulation cards
TO. FIRST SERIES:
NAME: CHEST I AWAKENING MY ABILITIES AND

SKILLS.- Consisting of:
A plastic briefcase with 12 games (Stimulation Cards 1, 2

and 3; Animal Dominoes, Boy and Girl Articulated Doll,
Laterality Board; Colored Dominoes; Double Entry Box 1,
Logical Sequence Cards 5, Sticker Set luminescent,
Anatomical Gyrograph)
+ 1 guide book
+ 1 CD
+ 1 Poster
BENEFITS:
It will help the baby develop skills and abilities necessary to

facilitate future learning. Recommended Age: 0 to 3 years.
B.- SECOND SERIES:
NAME: VISUAL AND AUDITORY STIMULATION CARDS I
Consisting of:
In case
+ 12 Plastic Cards of 10 x 15 cm. each black and white
+ 1 guide
FIG. No. 1
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VISUAL AND AUDITORY STIMULATION CARDS.

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SOURCE: Hans Educa Toy Store
BENEFITS
With the use of these cards, your boy or girl will enrich his
or her sensory experiences: auditory and visual, putting him
or her in contact with his or her family environment,
initiating an emotional bond between mother and child;
developing skills for future learning. They have been
designed in red, black and white, which are the only ones
perceived at an early age.
C.- THIRD SERIES:
NAME: VISUAL AND AUDITORY STIMULATION CARDS

II
Consisting of:
In case
+ 12 Plastic Cards of 10 x 15 cm. each basic colors
+ 1 guide
FIG. N° 2 VISUAL AND AUDITORY STIMULATION

CARDS II
BENEFITS:
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The boy or girl begins to explore and recognize the objects

in their environment with which they interact, incorporating
their names and use of them. Begins with knowledge of
basic colors.
D.- FOURTH SERIES :

III
Consisting of:
In case
+ 12 Plastic Cards of 10 x 15 cm. each pastel colors
+ 1 Guide
FIG. N° 3 VISUAL AND AUDITORY STIMULATION

CARDS III
BENEFITS:
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Following the stimulation sequence of our children, with

these cards the child will feel motivated to ask about their
environment and the objects around them. With them we
can introduce them to the world of stories, developing
reading skills.
E.- FIFTH SERIES:

IV
Consisting of:
In case
+ 12 plastic cards of 12 x 15 cm.
+ 1 Guide
FIG. N°4 VISUAL AND AUDITORY STIMULATION CARDS

IV
BENEFITS: Develops visual discrimination, memory,

attention, communication and increases vocabulary.
F.- SIXTH SERIES
NAME: AI JUMBO VISUAL AND AUDITORY

STIMULATION CARDS
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Consists in
+ Case
+ 12 plastic cards of 12.5 x 18 cm.
+ 1 Guide
FIG. N°5 VISUAL AND AUDITORY STIMULATION CARDS

IA JU
BENEFITS
With this set, the boy or girl begins to explore and

recognize the objects in their environment with which they
interact, incorporating their names and use of them. Begins
with knowledge of basic colors. Recommended Age: 6
months to 1 year
2.2.1.2 Learning stimulator
 A fun way to stimulate learning

 Requires 3 "AA" alkaline batteries
Fig. No.6
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2.2.2 Educational toys for children from 5 to 9 years old
These toys will help children obtain correct preparation that will
facilitate school learning and personal development.
2.2.2.1 creative toys
NAME: KREON – CONSTRUCTION FIGURES
Consists in:
 Includes 475 pieces of biodegradable plastic.

 Includes 4 KREON figures
 Works with the main construction brands
FIG. No. 7

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2.2.2.2 educational toys
NAME: TRIMINÓ DE SUMA
 Contains 26 injected plastic tokens

 Includes a teaching guide
 Speeds up your mental calculation ability
FIG. No. 8
BENEFIT: Makes addition an easy-to-use operation
2.2.3 Toys for children from 10 to 12 years old.
2.2.3.1 creative toys
NAME: KREO – TRANFORMERS
 335 blocks come

 To create the robot Bumblebee
 Also Bumblebee's sports car
 Includes 3 Kreon figures
 Includes a projectile launcher block
FIG. No. 9
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2.2.3.2 educational toys
NAME: MULTIBASE 10
Consists in:
 Contains 175 pieces

 Not toxic
 Includes a parent or teacher guide book, 1 informational
DVD, 2 place value mats, 3 algebra fact cards, and 30
decimal number cards
 For more than 15 operations in Numeration, Arithmetic,
Algebra and Geometry
 Helps to easily understand mathematical operations
 For children 5 years and older
Fig. No. 10
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2.3 Analysis of demand
2.3.1 Geographic distribution of the consumer market
2.3.1.1 Competitive market.
The competitive market for the sale of toys of this type will
be the urban population of the cities of:
1. Huancayo City
2. El Tambo District
3. Chilca District.
The premises for establishing the influence market were

the existence of the consumption pattern and the
disposable income of consumers.
2.3.2 Huancayo market segmentation
To segment the market, the following premises have been taken:
a. The children who use this type of toys are those whose age
ranges between 0 and 12 years.
b. Parents who belong to Socioeconomic sector A, B and C.
c. Parents have a permanent source of income.
d. Parents prefer to purchase educational and creative toys.
2.3.3 Demand quantification
To quantitatively calculate the evolution of future demand, data from

both primary and secondary sources will be used, that is, surveys
and results of the 2007 population and housing census, data
provided by the National Institute of Statistics and Informatics.
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2.3.3.1 The population of children whose ages fluctuate

between zero and 12 years, classified according to
Capital districts, are represented in table No. 2:
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TABLE N° 2
POPULATION OF CHILDREN WHOSE AGES FLUCTATE

BETWEEN ZERO AND 12 YEARS.
TOTAL FROM 0 TO
0-4 5-9 10 - 12 12 YEARS FOR THE
PLACE YEARS YEARS YEARS YEAR 2007
HUANCAYO 11285 12086 13474 36844
DAMBO 14439 14785 16701 45925
CHILCA 9340 9955 11238 30534
TOTAL 35064 36826 41413 113303
SOURCE: INEI: 2007 national censuses – XI of population and VI

of housing – population table database according to age and sex
by districts.
2.3.3.2 Projection of the population of children for the years

2008 to 2018
TABLE N°3
PROJECTION OF THE POPULATION OF HEAD OF

HOUSEHOLD AGES 22 TO 37 IN THE SCOPE OF THE
PROJECT MARKET.
POBLACIÓN
PROYECTADA
TASA % DE
AÑO CON LA TASA DE
CRECIMIENTO
CRECIMIENTO
1.016%*
SOURCE: 1.016% www.indexmundi.com
22
2.3.3.3 Families belonging to socioeconomic sectors A, B and

C are represented in the following table:
TABLE N°4
POPULATION OF PARENTS BELONG TO THE SES. A,

B.Y.C.
POPULATIO
NSE "AY B" 7.4 NSE "C"25.7% TOTAL
N AGED 22-
37
2014 126618 9369 32540. 41910
2015 128644 9519 33061 42581
2016 130702 9671 33590 43262
2017 132794 9826 34128 43954
2018 134918 9983 34673. 44657
2019 137077 10143 35228 45372
SOURCE: NSE AYB = 7.4% AND NSE C APEIM- DATA ANAHO.
The results of these tables show us that for this year the
potential market constituted by the population of children
from 22 to 37 years old who overcome the “filters” a and b
of the segmentation reaches 41,910 Parents.
Next, we will continue segmenting the market by applying

the two remaining filters, that is, children whose parents
have enough purchasing power to buy these types of toys
and who prefer to purchase educational and creative toys.
For this we will apply surveys with a question structure that
responds to the data we need.
2.3.3.4 Calculation of the sample universe
To determine the universe and the sample, the population

of parents between the ages of 22 and 37 who have
children under 12 years of age has been considered; taken
from WWW source. inei.gob.pe 2007 National Censuses, from which
the sample was obtained in the following table:
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TABLE N°5
POPULATION IN THE MARKET AREA OF THE PROJECT

WHOSE AGES FLUCTATE BETWEEN 22 AND
37 YEARS
HUANCAYO 13571
TAMBO 17381
CHILCA 10764
TOTAL 41910
SOURCE: WWW. inei.gob.pe National Censuses 2007
SAMPLE:
To define the sample, we consider the female population of

the cities within the market of this project, we do it in the
following way:
SAMPLE ESTIMATION:
To estimate the sample for each city, the following formula

was used
For the population > 100,000 for all cases, we apply the
formula:
Where:
n = required sample or number of personnel interviewed
Z = confidence coefficient or reliability level = 95%
p = probability of success = 0.7
q = unfavorable event = 0.3
2
N∗z ∗P (1−P)
n= 2
e ∗(N−1)+ Z 2∗P(1−P)
Where:
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n = Sample size required
Z = 95% reliability level (Standard value 1.96)
e = margin of error (standard value 0.05)
P = Probability of success, according to the survey, is 80%.
1 – P = Probability of failure, according to survey is 20%
Obtaining the following table for the number of surveys:
 IN THE CASE OF HUANCAYO (DISTRICT):
2 ❑
41910∗1.96 ∗0.8 (1−0.80)
N=
0.05 2 ( 41910−1 ) +1.962∗0.8(1−0.8)
N = 33173.60/ 135.54 = 244.75 ≈ 245 surveys in the

geographic scope of the project market.
2.3.4 Survey questionnaire design.
The survey questionnaire can be seen in annex N°1
2.3.5 Survey results
A.- To the first question: Do you have children under 12 years of

age?
Of 245 respondents, 95.52% answered positively, 3.26% negatively,

and 1.22% did not answer.
TABLE N° 6
RESULTS OF QUESTION N° 1
25
N°
si % NO % no contesta %
ENCUESTAS
245 234 95.52 8 3.26 3 1.22
SOURCE: Authors' own elaboration.
FIG. 11
TENENCIA DE HIJOS MENORES DE 14 AÑOS
si no no contesta
3.26% 1.22%
95.52%
B.- To the second question:
How would you like a sales center for creative and educational toys
for children?
Of 245 respondents answered Excellent 69.39%, good 23.67% new

6.12%, don't know 0.81%
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TABLE N° 7
RESULTS OF QUESTION N°2
N° DE
ENCUESTAS EXELENTE % BUENO % NOVEDOSO % NO SABE %
245 170 69.39 58 23.67 15 6.12 2 0.81
FIG. 12
OPINION ACERCA DEL PARECER DE UN CENTRO DE

VENTAS DE JUGUETES CRETIVOS Y EDUCATIVOS
excelente bueno novedoso no sabe

6.12% 0.81%
23.67%
69.39%
C.- To the third question:
What is your family's employment situation?
Of 245 respondents, 60% only the father works, 11.83% only the
mothers work, 23.26% both parents work and 4.91% neither of them
works.
27
TABLE N°8
TRABAJA TRABAJA TRABAJAN

N° DE
SOLO EL % SOLO LA % AMBOS %
ENCUESTAS
PADRES MADRE PADRES
245 147 60 57 23.26 12 4.91
SOURCE: Authors' own elaboration
FIG. 13
SITUACION LABORAL DE LA FAMILIA
ninguno trabaja solo padre

solo madres ambos
4.91%
23.26%
11.83%
60.00%
D.- To the fourth question:
WHAT TOYS DO YOU PREFER TO BUY FOR YOUR CHILDREN?
Of 245 respondents, they answered dolls and stuffed animals

6.15%, educational and creative toys 80.40%, video games 2.85%,
Puzzles and jigsaw puzzles 8.97% and any toy 1.6
28
TABLE N°9
MUÑECO
N°
SY JUG. VIDEO PUZZELES CUALQ
ENCUES
PELUCHE EDUCTS JUEGOS Y ROMP. UIERA
TAS
S % % % % %
245 15 6.15 197 80.4 7 2.85 22 8.97 4 1.63
FIG. 14
PREFERENCIA DE JUGUETES
Muñecos y peluches Educt. Y Creatvs.
video juegos Puzzeles y Rompecaabezas
Cualquiera
8.97% 1.63% 6.12%
2.85%
80.42%
E.- To the fifth question:

WHY DO YOU PREFER SUCH TOYS?
Of 245 respondents, they responded: Good 6.12%, Cheap 16.73,
Influence on the child's education 77.14%
TABLE N°10
INFLUYEN
N°
EN LA
ENCUEST BEUENOS % BARATOS % %
FORMACIÓ
AS
N DEL NIÑO
245 15 6.12 41 16.73 189 77.14

29
FIG. 15
MOTIVO DE LA PRFERENCIA
Buenos
Baratos
6.12%
Influyen en la Formación del niño
16.73%
77.15%
F.- To the sixth question
How much are you willing to pay for a toy that stimulates the
intelligence and creativity of your child(ren)?
Of 245 respondents, they responded as follows: between 60 to 80

soles 57.96%, between 80 and 100 soles 32.65% and between 100
to 120 soles 9.38%.
TABLE N°11
N°
s/.60 Y 80 % 80 - 100 %
ENCUESTAS
245 142 57.42 80 32.65

30
FIG 16
PREDISCOSICIÓN DE PAGO
Entre S/60 - 80 Entre S/ 80 - 100

Entre S/. 100 - 120 Mas de S/. 120
9.38% 2.04%
30.61%
57.97%
G.- to the seventh question
Mostly, what season of the year do you give toys to your children?
Of 245 respondents, they responded as follows:
96.73% at Christmas parties, Only on your birthday 3.27%; on both

occasions 31.02%:
31
TABLE N°12
RESULTS OF QUESTION N°7
N°
NAVIDAD % CUPLEAÑOS
ENCUESTAS
245 237 96-73 8

FIG. 17
OPORTUNIDAD DE COMPRA DE JUGUETES
solo Navidad Solo Cumpleaños

3.27%
96.73%
2.3.5.1 Calculation of the available market of the project.
With the results of the survey and emphasizing the answer

to the fourth question, what toys do you prefer to buy for
your children? We can calculate the available market for
the PROJECT HORIZON. Which is presented in table No.
32
TABLE N°13
TOTAL HEADS OF HOUSEHOLD, BY SEX, ACCORDING

TO AGES BETWEEN 22 AND 37 YEARS, WITH
CHILDREN UNDER 0 TO 12 YEARS
RANK OF Huancayo
HUANCAYO THE DAM CHILCA
AGES Metropolitan
Year 2007 total total total total
22-37 years 41716 13571 17381 10764
total
Year 2014 41910

SOURCE: INEI-National Censuses of 2007 - XI of Population and VI of
Housing (INEI- Estimation and projection of population for the year 2007-
2014)
AVAILABLE MARKETS FOR THE PROJECT HORIZON
PREFERENCIA
MERCADO DE COMPRA MERCADO
AÑO
POTENCIAL (JUG. EDUCT)* DISPONIBLE
%
 ANSWER TO QUESTION FOUR (% OF Educational

Toys + % of Puzzles and Jigsaw Puzzles) = (80.42 +
8.97)
33
2.3.5.2 Calculation of the effective market of the project
To calculate the effective market of the project we

emphasize the willingness to pay of the parents,
considering the responses with the highest percentage, that
is, 57.97% (between 60 and 80 soles) plus 30.61%
(between 80 and 100 soles) which represents 88.58% and
we present table N°:14
TABLE N°14
EFFECTIVE MARKET ACROSS THE PROJECT

HORIZON
MERCADO PREDISPOSI MERCADO

AÑO
DISPONIBLE CIÓN DE EFECTIVO
PAGO %
2014 37463 88.58 33185
This information makes us deduce that the number of sales

per year would be equal to the number of children in the
effective market; However, question No. about the number
of toy purchases per year tells us that this does not
coincide with our deduction; Therefore we present the
following table where we take into account the frequency of
purchase:
Of 245 respondents, they responded like this:
They give toys to their children only at Christmas 97.96%;

53.87% give toys on their children's birthday and 60% on
both occasions
34
TABLE N°15
PURCHASE FREQUENCY
en cumpleaños
N° Encuest. en navidad % % %
cumpleaños y navidad
245 240 97.96 132 53.87 147 60
FIG. No. 18
COMPRA DE JUGUETES EN NAVIDAD
COMPRA EN
NAVIDAD
2.04%
NO COMRA EN
NAVIDAD
97.96%
FIG. 19
COMPRA DE JUGUETES EN CUMPLEAÑOS
COMPRE EN CUMPLEAÑOS
NO COMPRA EN LOS CUMPLEAÑOS
46.13%
53.87%

35
FIG. 20
COMPRA DE JUGUETES EN AMBAS OPORTUNIDADES
COMPRA EN AMBAS OPORTUNIDADES

NO COMPRA DE AMBAS OPORTUNIDADES
40%
60%
Now we go back to table N°16 where we have the effective

market from which we will apply the purchase frequency to
calculate the number of sales per year, which we present in
the following table:
TABLE N°16
NUMBER OF SALES PER YEAR
MERCADO VENTAS
VENTAS POR
EFECTIVO = POR
AÑO CUMPLEAÑOS
N° DE NAVIDAD
53.87%
VENTAS 97.96%
36
2.3.5.3 Offer analysis
To continue quantifying the market we must know our

competitors and see what part of the available market is
covered; In this case, we identify department stores that we
show in the following table:
TABLE N°17
TOY SUPPLIERS IN THE CITY OF HUANCAYO
ITEMS COMPETITOR A COMPETITOR B

(Royal Plaza) (Toy stores on Calle Real)
Location Huancayo Huancayo
Schedule 11am - 10 p.m. 10am - 9:30 pm

Toys and others
Products Toys and others
Prices and payment Cash/Fees Cash/Fees

methods
Additional services None Personalized attention

Discounts (with credit card)
Promotions Lower rates
Infrastructure Rented spaces Own or rented spaces
Reception Staff PERMANENT SOMETIMES
As we can see, our competition is in department stores,

unlike us we will offer an exclusive service of creative
educational toys, in addition they offer all types of toys,
however we will take into account their offer considering
that they cover 10% of toy sales since it has been
impossible to collect data first because stores like
OESHLE, RIPLEY etc. They are private companies that
37
jealously guard this type of information; In addition, private

stores have very dispersed and unreliable information;
Consequently, we can present the following table where we
appreciate the real effective demand of our market:
TABLE N°18
EFFECTIVE MARKET FOR EDUCATIONAL AND

CREATIVE TOYS IN THE CITY OF HUANCAYO IN
NUMBER OF SALES.
10%
CUBIERTO MERCADO
MERCADO
AÑO POR LA EFECTIVO
EFECTIVO
COMPETEN REAL
CIA.
2.3.5.4 Target market
Taking into consideration the characteristics of the market,

the investment capacity and in general the economic
environment, the promoters have decided to cover 15% of
the effective market and then grow strategically at a rate of
5% annually, which would give us the following table:
TABLE N°19
TARGET MARKET FOR EDUCATIONAL AND CREATIVE

TOYS IN THE CITY OF HUANCAYO
38
MERCADO
AÑO % A CUBRIR MERCADO
EFECTIVO OBJETIVO
2014 45346 15 6802
2015 46072 20 9214
2.4 Analysis of the macro environment
2.4.1 Political-legal environment:
The current political situation in Peru is reasonably solid and

presents a good level of stability and economic growth, as well as
expectations for future growth. Mining and agribusiness are key
promoters of this growth.
In 2012 and 2013, the political climate at the national level

presented a solid fiscal and monetary policy, and responsible
economic management, providing a positive attitude towards the
business sector.
The Peruvian market, with a growing participation of the middle

classes in consumption and a rapid expansion of intermediate cities
such as Huancayo, exhibits very interesting potential.
2.4.2 Economic environment:
In the period January - December 2012, the GDP increased by

6.3%, reaching a value close to US$ 200,000 million and in the
same period of 2013 the GDP grew by 5.7%. In this way, the
Peruvian economy accumulated 15 years of consecutive growth, at
rates higher than the average for the Latin American region.
It is projected that for the period 2014 - 2015, the Peruvian GDP will
maintain growth levels of around 6%.
39
FIG.21
Preparation: Pro Inversión
The favorable economic prospects for Peru are supported by the

boost in private consumption and the announcements of the
execution of both private and public investment projects.
Added to this is the confidence of economic agents, generated from

the implementation of a responsible economic policy, which has
maintained continuity through the succession of governments.
According to the International Monetary Fund, Peru is a "rising star"
and is an emerging market; which stands out for its solid growth and
low vulnerability
FIG.22
40
SOURCE: IMF
DYNAMISM OF PERUVIAN INVESTMENTS
The leading indicator of Peruvian growth has been private

investment, which multiplied by 5 during the period 2002 - 2012.
In 2012, private investment increased by 13.6%, exceeding US$

44,000 million, as a result of the dynamism of the Peruvian business
sector and the growing foreign investments that represented 27% of
private investment (US$ 12,240 million).
FIG. 23
SOURCE: BCRP
2.4.3 Solidity of the Peruvian economy.

41
The monetary and fiscal policies of the last two decades have
allowed Peru to register today one of the lowest debt ratios in the
Latin American region (19.8% of GDP).
In addition, a high level of net international reserves has been

maintained, which exceeds US$67,000 million (February 2013);
value equivalent to more than 18 months of imports.
FIG. 24
SOURCE: BCRP
We also have economic advantages such as:
2.4.4 Interest rate:
 The average interest rate on commercial loans in national

currency until June 2012 went from 9.78 to 8.97%,
(bancosperu.pe/tasa-de-interes-bancos-peru.html), which
meant a decrease of 0.81 percentage points, while in Foreign
currency it fell by 0.41 points.
Inflation:
42
 The 4.74% inflation recorded in Peru in 2011 is one of the

lowest in America
Latina (AL), according to the consulting firm Consensus Forecast,

which projects that the country.
 It will register the lowest inflation in 2012, said the BCR.

According to the projections compiled by Consensus Forecast
among the main specialists and investment bankers, national
and international, Inflation in Peru.
 In 2012 it would be slightly above the projections for Brazil and
Mexico (6.2% in each case). Likewise, it predicts that by 2013
the country would have the lowest inflation in this part of the
Continent, 2.8%* (IDB REPORT – AUGUST 2012) due to the
fall in international food and fuel prices, which is would transfer
to internal prices. Thus, according to the work developed by
Consensus Forecast
2.4.5 Price indices:
 The National Consumer Price Index in the month of September

2012 presented a slight variation of 0.48%. The annualized
variation (January 2012 – September 2012) was 2.66%, with
an average monthly growth rate of 0.45%. The annualized
variation (January 2012 – September 2012) was 2.66%, with a
growth rate monthly average of 0.45%, revealed the Head of
the National Institute of Statistics and Informatics, Mg. Renán
Quispe Llanos. In a press conference in which he presented
the Technical Report “National Consumer Price Index –
January 2012”, the head of the INEI specified that the increase
in the month of analysis is less than that observed in the last
24 months; after in January 2007 it registered -0.01%. He
indicated that this result highlights the differentiated behavior
shown by the prices of the main consumer groups; Noticing, on
the one hand, greater price variations in those perishable food
43
products with some seasonality or due to a lower supply due to

climatic factors, and on the other hand, price decreases in
those agroindustrial products whose international inputs have
been registering a drop in their prices ( cereals, dairy and
oilseeds). Likewise, oil derivatives had an impact, which has
been reducing their prices since last month. In this sense, the
Food and Beverages group, with 1.41%, showed the greatest
price increase, mainly in fresh vegetables and legumes with
9.3% and fruits 7.0%, which presented a lower supply. Also
influencing were the higher prices of non-alcoholic beverages
with 2.1% and tubers and roots 1.6%. On the contrary, the
prices of those items that contain products related to food,
which show price reductions, decreased, such as milk, cheese
and eggs with -3.3%, vegetable fats and oils -2.7%, sugar -
1.1% and, to a lesser extent, bread and cereals with -0.5%.
2.4.6 Sustained growth in the province of Huancayo.
Sustained growth in income since 2009. As of June 2012, the

Income of the Provincial Municipality of Huancayo amounted to S/.
30.74 MM, higher by S/. 7.09 MM (+29.99%) compared to June
2011. This growth is explained by the growth of tax revenues, which
grew by 47.70%, non-tax revenues (+17.66%) and transfers and
remittances received (+41.05%).
Low level of per capita income of the Municipality of Huancayo

compared to Metropolitan Lima. The per capita income, based on
the population estimated by the INEI2, corresponding to Huancayo
was S/.109.95 in December 2011, well below that achieved by
Metropolitan Lima, which was S/. 444.24.
The province of Huancayo is classified as the one with the greatest

commercial activity, given its geographical location with the
department of Huancavelica and surrounding areas, in addition to
44
being an important supply center for agricultural products to the

capital Lima and the central jungle.
High investment needs to carry out the works aimed at improving

communication routes, infrastructure, promoting commerce and the
well-being of the population.
2.4.7 Economic geography
The province of Huancayo is classified as the one with the greatest

commercial activity, given its geographical location with the
department of Huancavelica and surrounding areas, in addition to
being an important supply center for agricultural products to the
capital Lima and the central jungle.
As part of the promotion of economic development, the Provincial

Municipality of Huancayo focuses its action on micro and small
businesses, seeking formalization, training and promotion of
products through fairs. During 2011, it has granted 40% to private
commercial initiatives and the rest to services, highlighting the
initiatives of natural persons. The most predominant economic
activities are wholesale and retail trade, agriculture, livestock and
services.
With respect to commercial activities, in the province of Huancayo

during the years 2009 and 2010, outpatient commerce was
considerably reduced by 30%, but it increased in other areas, which
is why the Municipality has been implementing shopping centers
and new markets.
2.4.8 Local economy
As we have detailed previously, the activities that predominate in

the province of Huancayo are commercial and agricultural activities,
which have been promoted by the local government through
45
business formalization programs and the promotion of commerce at

the level of micro and small businesses. .
By comparing the per capita income of the province of Huancayo

with metropolitan Lima, we can realize the differences that exist
between the two. Taking as data the total income obtained as of
June 2012 with the estimated population projection made by the
INEI for the year 2012, we obtain a per capita income of S/. 109.95
soles below the Municipality of Metropolitan Lima, which was S/.
444.24. As we can see in the graph, the income of the municipality
of Huancayo per capita, from the years 2007 to 2011, maintains a
growing trend.
Source: Provincial Municipality of Huancayo / Preparation: PCR

www.ratingspcr.com
2.4.9 Technological environment:
The socioeconomic and technological situation of Peru in 2013

continues to present several unfavorable indicators. One of the
factors that significantly influences the evolution and progress of the
country is the state of development of new information and
communication technologies (ICT).
The latest Global Report on Technology, carried out by the World

Economic Forum (WEF, 2012), highlighted a decline in most Latin
American countries in terms of technological capacity. According to
the world ranking presented in the report, Peru, in its technological
development, is behind the 11 Latin American countries and
occupies position 106 (having fallen 14 positions during the last
year) with the technological competitiveness index (ICT). 3.34 (3.38
last year).
Nor does the low rate of access of Peruvians to new technologies

favor technological development. According to statistics from the
National Institute of Statistics and Informatics (INEI), although a
46
quarter of Peruvian households (26.3%) have at least one

computer, only 17.7% have access to the internet (Figure 25 ). As
has been detected in previous studies, Peruvians' access to new
technologies varies significantly depending on the area of
residence. While in Metropolitan Lima 35% of homes have internet,
in the rest of the urban area 15.2% are registered; In rural areas,
only 0.5% are connected (INEI, 2011).
FIG.25
ACCESS OF PERUVIAN HOUSEHOLDS TO ICT
SOURCE: INEI (2009,2010 and 2011)
However, as can be seen in Figure 25, the level of access of

Peruvian households to new information and communication
technologies has a tendency to increase over the years. Thus,
household access to the Internet has grown by 4.8 percentage
points compared to 2010, while mobile telephony access has grown
by 5 percentage points. The only means of interpersonal
communication that had a slight decline in the preferences of
Peruvians is the landline, which is increasingly being replaced with
mobile telephony and social networks.
It is important to remember that Internet use in Peru has spread not

through the ownership of computers at home, as in developed
47
countries, but through the use of public booths. Currently, more than
half (54.5%) of the population that accesses the Internet does so in
community establishments, a percentage lower by 8.5 percentage
points than that registered in 2010 (63.0%).
It is undoubtedly one of the factors that has favored the increase in

the number of internet users nationwide, which has grown from 8
thousand in 1995 to more than 10 million (36.4% of the population)
in 2012. Another important factor refers to the incursion, over the
last few years, of social tools - blogs, social networks, free software
- that introduce a radical change in the behavior of the audience, as
well as in the way of consuming information. media. Statistics show
that the vast majority of Peruvian Internet users (75.3% according to
INEI, 2011) surf to communicate by email, chat, social networks,
etc. 65.8% consume the Internet to entertain themselves with
games and download movies and music, while only 9% use it for
education and training. As for Lima Internet users, 74.5% browse to
communicate, 40.1% for entertainment and 30.8% to obtain
information and see the news (CPI, 2012: 4).
2.4.10 Ecological-environmental:
Peru is one of the countries with the greatest ecological diversity in

the world, endowed with an extensive and varied territory with an
enormous amount of natural resources. However, natural resources
have not been used to develop a resilient and varied economy.
Instead, throughout its history, there has been a pattern whereby a
given resource triggers an economic boom that is quickly followed
by resource depletion and collapse (Castro 2005). Some of the
resources that have experienced these cycles of boom and bust are
guano from the islands (1850s - 1870s), saltpeter (1860s - 1870s),
rubber (1890s - 1910) and anchovy (1960s - 1970s). The rise of the
agro-industrial sector lasted more than seven decades until it finally
48
collapsed when the Agrarian Reform of 1969 was introduced which

redistributed land property rights.
Mining activities have remained a mainstay of the national economy

since colonial times, but they have not been without problems,
including a decline in mineral production during the late 18th century
that had wide economic implications. The causes of these
pernicious cycles are multiple but it is clear that institutional and
political failures are included; and also the indefinite rights over
property
Until recently, the development of economic activities and the

adoption of land use patterns occurred in the absence of adequate
environmental safeguards. Although mineral resources have been
extracted for centuries, it was only in the early 1990s that the
Government of Peru (GdP) took the first steps to address the social
and environmental impacts of the mining sector. In this context, the
effluents and materials generated by mining activities were not
disposed of properly and generated significant impacts on the
ecosystem and public health.
The negative effects of mining are still a matter of concern, as

indicated by well-documented evidence in the report Wealth and
Sustainability: Social and Environmental Dimensions of Mining in
Peru (World Bank 2005). For example, a study carried out by the
Ministry of Health in several locations in Trujillo, discovered that as
a result of water contamination from industrial and mining activities,
23.5 percent of the population analyzed had cadmium levels. in
blood that exceeded international standards (DIGESA 2001).
Unsustainable agricultural practices were associated with the most
significant environmental problems during the 1940s-1970s, when
the majority of the Peruvian population was rural. In 1940, 65
percent of the population lived in the mountains (Pulgar Vidal,
2006). The high population density in an area with scarce
agricultural land contributed to a decline in farm size and the
49
intensification of practices that eventually led to loss of soil fertility,

reduced yields, erosion and ultimately migration to other places.
While it is recognized that the problems of mining environmental

legacies and unsustainable agricultural practices persist, and also
the possibility of future environmental problems, currently, the most
important environmental challenges in Peru are to reduce the
frequency of water-borne diseases, diseases caused by by urban
and indoor air pollution, and minimize vulnerability to natural
disasters.
These categories of environmental damage have an economic cost

of 3.9 percent of the gross domestic product (GDP), and mainly
affect the poorest. Future environmental challenges could result
from the expansion of transportation infrastructure aimed at
increasing accessibility to the east of the country. Road construction
in the Amazon has often been accompanied by forest burning,
illegal logging, slash-and-burn agriculture, destructive mining,
unplanned development and plantations that could lead to the
destruction of critical watersheds and wildlife habitat. Consequently,
efforts to reduce potential future challenges necessarily begin with
controlling these harmful activities and their cumulative impacts. In
short, efforts are necessary to prevent the looting and uncontrolled
exploitation of Peru's land and natural resources, as has occurred
throughout the Amazon in the past, control unplanned colonization
and unregulated mining extraction activities, and prevent large-scale
illegality.
Peru has responded to environmental challenges by continually

developing and strengthening an environmental management
framework. The National Code for the Environment and Natural
Resources was adopted in 1990 after extensive consensus among
interest groups. Chapter independently by different entities. In 1994
the National Environmental Council (CONAM) was established as a
coordinating body with a mandate to propose, manage and evaluate
50
national environmental policy. Other legal instruments and entities

to direct specific areas have been created. These range from forests
and biodiversity to the regulation of sectoral activities and the
integration of a national environmental system. However, the
development of the environmental sector has met with stubborn
resistance from sectors that perceive that environmental protection
is an obstacle to economic growth. Such resistance led in 1991 to
the abolition of Chapter XII of the Code, through the approval of the
Framework Law for the Growth of Private Investment, which
formalized the distribution of environmental management between
sectoral ministries. Furthermore, Peru does not have an
independent agency for environmental reinforcement nor a planning
system that rigorously defines environmental priorities and allocates
resources appropriately.
Recent events that have highlighted the consequences of

environmental degradation and reduction of natural resources have
reinvigorated efforts to strengthen an environmental management
framework in the country. Environmental mining legacies and
conflicts over mining concessions have been widely covered by the
media and have become the emblem of indigenous and social
movements. The devastating effect of natural disasters associated
with the El Niño phenomenon in 1998 and the collapse of anchovy
and hake fisheries in recent years have led to institutional
responses to these problems. In this context, Peru has approved
new laws in the last five years to regulate the use of environmental
impact assessments (EIA), strengthening the legal framework of the
forestry sector and progress towards a more comprehensive and
decentralized environmental management system. These efforts
constitute the initial steps of the reforms that Peru needs to
undertake to address the urgent problems of environmental
sanitation and vulnerability to natural disasters and ensure that the
environment is safeguarded as decentralization progresses, new
51
developments occur in the Peruvian Amazon and other areas.

sensitive areas; and new land use patterns are adopted.
In recent decades, there has been considerable progress towards a

biodiversity conservation agenda. However, high morbidity and
mortality rates suggest the need to emphasize environmental
sanitation interventions. However, the environmental management
agenda still has to catch up with these priorities to reinforce these
types of interventions. Therefore, a reinforced monitoring system
and the dissemination of information on environmental quality, the
assignment of responsibilities for concrete actions and the
participation of a wide range of interest groups are three important
mechanisms that would allow progress in this direction.
Consequently, we can conclude that the environment is favorable

for the execution of this project, which we graph in the following
figure:
FIG 26
CURRENT PANORAMA, PERU A GREAT OPPORTUNITY!
SOURCE: FIM – Muncial Bank
2.5 SWOT Analysis:

52
According to the main points detailed in both the external analysis and the
internal analysis of the company, the strategic conclusions of the marketing
of educational and creative toys in the city of Huancayo are mentioned
below.
TABLE N° 20 SWOT ANALYSIS
SWOT
STRENGTHS WEAKNESSES
POTENTIALITIES • Be new to the market
• Product availability. • Financing from banks for our
• Favorable climate. entry into the market.
• Existence of a suitable environment
INFRASTRUCTURE
for children. • Environment not suitable for
children
 We will offer non-toxic toys. • Fail as a company
• Lack of a registered
INFRASTRUCTURE trademark.
• Taking advantage of a strategic SOCIAL
location.
• Business development. • Lack of knowledge of the
• Growing desire to improve our management of our infrastructure
infrastructure to provide a good service. (game room).
SOCIAL • Lack of interest from public
and private institutions to promote
• Business articulation child development.
• Generate an educational and fun
climate
OPPORTUNITIES THREATS
NATIONAL
• Growing market demand • Predation of our products
• Access for the child to try the toy • Competition with low prices.
• Advertising • Existence of toy stores already
positioned in the market.

53
2.6 Marketing Analysis (4P)
2.6.1 Product
It is a good or service that we will offer to our target audience.
Providing fun and healthy education in this way we will include new
products, new utilities, practical ways to acquire our product, also
providing recreational and educational spaces for children.
Product differentiation strategy.
The product that is expected to be introduced to the market in the

city of Huancayo will be new, unknown products.
2.6.2 Price
The monetary value that we will assign to our products will be

reasonable prices and reach of the public:
Strategies:
 launch a new product on the market with a low price, so that, in

this way, we can achieve rapid penetration, rapid acceptance, or
we can quickly make it known.
 launch a new product on the market with a high price, so that, in

this way, we can take advantage of the purchases made as a
product of the novelty.
 launch a new product on the market with a high price, so that, in

this way, we can create a feeling of quality.
 reduce the price of a product, so that, in this way, we can attract

a larger clientele.
 reduce prices below those of the competition, so that, in this

way, we can block it and gain market share.
2.6.3 Promotion
54
Our Objective is to communicate, inform, make known and remind

our consumers of the existence of our products, as well as
persuade, stimulate, motivate them to make their purchases at
MagicToys EIRLtda. With the option for children to interact with the
toys before purchasing them, this being the strategy that we can
apply related to the promotion, we will also use other types of
attractions for our potential clients:
 Create offers like 2x1,
 Acquire a second product at half price for the purchase of the

first
 Offer coupons and discount vouchers
 Give gifts for purchasing certain products
 Offer quantity or seasonal discounts
 Organize giveaways or contests among our clients
 Competitive strategies
 Participate in fairs
 Organize events or activities
 Sponsor a school, institution or company
 Advertising in various media: publish advertisements in

newspapers, magazines or the Internet.
 place advertisements on company vehicles, or on public

transportation vehicles.
 create signs, panels, banners, posters, brochures, catalogues,

flyers or business cards.
 Customer preservation, providing information about the product

and promotions.
 Respect for established schedules.
 Each of the workers are aware of their responsibilities.

55
 Teamwork.- Fluid communication between company workers
 Prepare a file with the names of potential clients where we focus

on their needs for our product.
 Constantly improve service
 Marketing and sales strategy
Selling Policies:
 The product collection system will be in cash.
 Initially, having a captive market, 50% of the total sale will be in

cash, while the other 50% with 7-day credit, which can be
deferred to 10 days.
 Payment will be credited to a current account. Likewise, checks

and, if applicable, cash will be received.
Seller Profile
 It describes a set of traits and qualities that the salespeople

assigned to the store must have to sell our company's product.
However, it should be noted that in this profile, the basic element
that the salesperson has is to achieve optimal results in the
company. In this sense, three basic qualities that he must have
to achieve a good result are described, which are the following:
o Positive attitudes.
o Personal and sales skills.
o Knowledge of our company, that is, the products it provides to

the market.
Advertising:
Advertising Objectives.
 Initially, the organization, having a Target Market, will develop

the opening advertising, for the short - medium term, so that the
company consolidates. - Inform our potential clients about the
56
presence of new toys and where the client can try them first. to
acquire it in the city of Huancayo.
Campaign Type and Duration Proposal:
Our advertising campaign is a launch campaign, since through it it is

necessary to inform about the opening of this company in the
market, highlighting the main benefits and advantages according to
the demands of the clients, thus covering their needs. Strategically,
it has been proposed that the duration of this campaign will be
throughout the year, every two months; That is, every two months,
advertising envelopes will be sent to our potential clients in order to
persuade them and make the sale.
2.6.4 Square
Positioning as a brand
 The place that the company name occupies in the customer's

mind in relation to other products focuses mainly on the
recognition of being manipulated before purchasing it.
 Position the name of the toy company “MAGIC TOYS” SA in

the Target Market.
 Efficiently satisfy the needs of our clients, in terms of the

product offered, covering most of their expectations.
Positioning as a Product .
 locating our products only in strategic points that are

convenient for the type of product we sell and most attractive
to our target audience (selective distribution strategy).
 locating our products only in one point is exclusive (exclusive

distribution strategy).
 Keep our potential customers informed about the product,

permanently.
 Achieve the loyalty of our permanent and potential clients

57
Direct marketing
We have chosen this advertising medium because it is the one that

best suits our needs, as well as because it has advantages such as:
 Use letters and catalogs with details of the product.
 Explain the main benefits that the product and the company
offers you.
 It is a direct medium.
 The potential client is efficiently reached.
 Through this means you have a personalized contact with the

company-client.
 It's more economical.
 It allows you to direct the effort towards an already identified

client.
2.7 Projected demand table by product/service
To project the demand by product we will have to take into account the type
of toy and the age range of the children, for this purpose we go back to
table N°2 where we can see the child population of the geographical scope
of the project and summarize it in the following chart:
PROJECTED DEMAND TABLE
DATA Year 0 Year 1 Year 2 Year 3 Year 4 Year 5

Potential
Demand 41910 42581 43262 43954 44657 45372
Available
Demand 70% 87463 38063 38672 39290 39919
58
Objective
Demand 21% 6802 9214 11702 14267 16912
Frequency
of
consumptio 2 per
n year 2 2 2 2 2
Quantity
Demanded C*Fc 13604 18428 23404 28534 33824
Price S/. 37 S/. 37 S/. 37 S/. 37 S/. 37 S/. 37
(Average)
S/. S/. S/. S/.
Income Q*P S/. 503,348 679.640,00 847.003,04 1.039.703,86 1.247.813,68
TABLE N°21
NOTE: potential demand is heads of households (22-37 YEARS OLD) with

children under 12 years of age from the districts of Huancayo, El Tambo
and Chilca, according to the INEI 2007 national censuses – XI of population
and VI of housing – database table of population according to age and sex by
districts
Source: self made
TABLE N°22
CHILDREN'S POPULATION IN THE PROJECT AREA BY AGE
RANGO DE
EDAD N° DE NIÑOS %
AÑOS
0 a4 35064 30.94
SOURCE: INEI: 2007 national censuses – XI of population and VI

of housing – database of population table according to age and sex
by districts
Secondly, we will take into account the target market presented in table No.
19 with which we can project the number of toys by age range and we
59
present it in the following table:
TABLE N°23
NUMBER OF TOYS TO SELL IN THE PROJECT HORIZON BY AGE

RANGE
JUGUETES JUGUETES
MERCADO DE 0 -4 DE 5 A 9
OBJETIVO AÑOS 30.94 AÑOS 32.50
% %
AÑO
SOURCE: INEI: 2007 national censuses – XI of population and VI of housing

– database of population table according to age and sex by districts
However, for each age range we intend to sell several toys, thus for the age
range:
Between 0 to 4 years:
 CHEST I AWAKENING MY ABILITIES AND SKILLS. CODE

: A-04-1
 SERIES OF AUDIOVISUAL STIMULATION CARDS. CODE A-04 - 2
 LEARNING STIMULATOR CODE A – 04 - 3
Between 5 to 9 years:
 KREON – CONSTRUCTION FIGURES. CODE B – 59-1

 SUM TRIMINO CODE: B- 59 - 2
Between 10 to 12 years
 KREON – TRANFORMERS, CODE: C -1014 - 1

 MULTIBASE 10 C – 1014-2
60
It has been found convenient to project sales for each of them, for this the
following criteria are taken into account:
Uniform stock of toys
Inventory management
Ease of transportation and warehouse management.
TABLE N°24
PROJECTED SALES OF TOYS FOR CHILDREN AGES 0 TO 4 YEARS.
JUGUETE JUGUETE
TOTAL DE
AÑO A-04 - 1 A-04-2
VENTAS
33% 33%
2014 2102 693.59994 693.59994
SOURCE: Own elaboration by the authors (Juguetería Hans Educa)
TABLE N° 25
PROJECTED SALES OF TOYS FOR CHILDREN AGES 5 TO 9
JUGUETE JUGUETE
TOTAL DE
AÑO B-59-1 B-59-2
VENTAS
50% 50%
2014 2211 1105 1105
TABLE 26
PROJECTED SALES OF TOYS FOR CHILDREN AGES 10 TO 12

61
JUGUETES JUGUETES
TOTAL DE
AÑOS C-1014-1 C-1014-2
VENTAS
50% 50%
2014 2487 1243 1243
2.8 PRODUCT LIFE CYCLE:
The toy sector is a sector characterized by its transversality compared to

other industrial sectors, therefore its production process is made up of a
variety of stages as shown in Figure 1 or combinations of these depending
on the specific toy category in question. .
62
The complete life cycle of a toy from its manufacturing to its end of life is
generically composed of the stages shown below in Figure 28. Some of
these stages may vary depending on the type of toy we are referring to.
63
Chapter III
TECHNICAL STUDY
3.1 Sales technology
Sales will be made according to the flow chart shown below.
FIG. 29
64
FLOW CHART FOR THE SALE OF EDUCATIONAL AND CREATIVE

TOYS
3.2 The sales process
The general sales process is a detailed and proven method for selling a
product or service and is what guarantees optimal sales management. To
ensure sales and therefore sustained growth, the company will apply the
following sales process:
3.2.1 Product Knowledge

65
The seller must add the knowledge of the product he has to the
knowledge of the market in which he is located so that he can then
be in a position to differentiate it from the competition.
3.2.2 Customer prospecting
3.2.3 Presentation of the product
The presentation of the product is not only about showing what we

sell, it must unleash an interactive dialogue that inspires motivation
where not only the seller but also the buyer takes part. In this
dialogue, both the obvious characteristics of the product and the
hidden ones are revealed, which are the seller's decisive argument.
1.- Attention (Capture attention and arouse interest)
2.- Interest (Explain the objective of the interview trying to involve

the client)
3.- Demonstration (Prove the veracity of the arguments through

concrete evidence)
4.- Desire (Awaken the customer's desire for the product)
5.- Action (Achievement of closure)
6. – Satisfaction (Achieve compliance with the purchase
3.2.4 Handling doubts and objections
Customers raise doubts and objections mainly for the following

reasons:
1..-Ignorance
2..-Price problems
3.-Little autonomy when purchasing

66
4.-Lack of security
5.-Bad seller
6.-Excuses to take advantage.
3.2.5 Closing of the Sale
Closing is a direct function of the stages that precede it and, despite

not being the final stage of the sale (as is often believed), it is the
phase most feared by sellers since it clarifies what may be the result
of a transaction. long and laborious process
3.2.6 Sales tracking
The closure does not conclude the process even if it seems that
way. Follow-up is the set of activities carried out after having made
a sale to help the customer, provide good service, increase the
value of the offer and seek the buyer's loyalty to convert them into a
captive customer. This phase is what is also usually called after-
sales service and has currently become another attribute to create a
product offer and increase its value.
3.3 Administrative expense requirement
The following table shows us the administrative expense requirements

67
TABLE N°27
ADMINISTRATIVE EXPENSE REQUIREMENT
AREA No. OF POST REMUNER ANNUAL

WORKERS ATION REMUNERA
MONTHLY TION
S/. S/.
STAFF 1 Administrator 1300.00 15600.00
1 Store manager 1000.00 12000.00
Subtotal : 2300.00 27600.00
Telephone Internet 4GB 190.00 2280.00
Office and toilet several 100.00 1200.00
supplies
Local rental 100 M2 3500.00 31080.00
TOTAL GTS. 6090.00 73080.00
ADM .
3.4 Sales expense requirement.
In the following table we show the sales personnel requirements:
TABLE N°28
SALES PERSONNEL REQUIREMENT
AREA JOB NO. POST

STORE 2 Sales advisor
1 Cashier
1 Security
Advertisin RADIAL Middle stations
g
POSTERS Size A-10
FRILLS Size A- 5

68
3.5 Requirement of tangible investments
TABLE N°29
TANGIBLE INVESTMENT REQUIREMENT
ITEM
Paintings (s/.18.00 each)
Nordex walls
special decorations
electricity accessories
plumbing accessories
display cases and shelves
Computer (2) (s/.1,500.00 each)
desk supplies
Gigantographs
rug
Cleaning products
Alarms
Fire extinguishers
First aid kit
3.6 Requirement of intangible investments
System for processing a definitive operating license
1.- Application for an operating license in the form of a sworn declaration

that includes:
Copy of the applicant's RUC file and DNI or foreign identity card sworn
declaration of observance of security conditions or technical security
inspection in civil defense ITSDC of detail or multidisciplinary as
appropriate.
69
2.- Validity of power of the legal representative, in the case of legal entities
or other collective entities.
Additionally, if it is the case of sectoral authorization, depending on the line

of business for which the license is requested.
Basic license: Area from 101 m square to 500 m square, payment for
authorization fee s/.273.00, attach Civil Defense Certificate.
Preferential security license: Area of 501 square meters or more, pay

s/3,650.00, attach Civil Defense certificate in detail, includes funeral
entities.
ADDITIONAL REQUIREMENTS OF COMPETENT BODIES (WHEN

APPLICABLE)
REQUIREMENTS FOR AUTHORIZATION OF A TOWNHOUSE AD
1.- REQUEST FOR ANNOUNCEMENT AND PROPAGANDA ATTACHED

TO THE FACADE.
2.-ADVERTISEMENT DESIGN WITH ITS RESPECTIVE

MEASUREMENTS.
3.-IN CASE OF AWNINGS, AWNING DESIGN INDICATING LOCATION

ON FACADE AND/OR FIXED OR MOBILE DETAIL.
4.- SIMPLE LOCATION SKETCH
5.-COPY OF THE OPERATION LICENSE OR INDICATED PROCEDURE.
6- IN MONUMENTAL AREA, INC AUTHORIZATION

70
TABLE N° 30
TOWNHOUSE AD AUTHORIZATION COSTS
MEASURES OPAQUE BRIGHT

up to 1m square S/60.00 s/76.00
More than 1m square S/109.00 s/122.00
up to 5m square
More than 5m square S/179.00 s/200.00
up to 10m square
More than 10 square S/239.00 s/273.00
meters
SOURCE: Municipality of Huancayo
The company Magic Toys EIRLtda. It will have the “BASIC” operating
license because our areas will be 19m long and 13m wide and therefore
our intangible investment will be:
TABLE N° 31
LICENSE COSTS
Basic license: Area from 101

authorization fee s/.273.00, attach Civil Defense Certificate.
Authorization of semi-detached advertisement pay s/
SOURCE: Provincial Municipality of Huancayo
3.7 Size
 To determine the size of the premises, the following aspects were

taken into account:
3.7.1 Size of the market

71
 To determine this variable, we took into account the

population we are going to target, which will be 6,802 Heads
of households in the scope of the project, corresponding to
15% of the available market for 2014 and then growing
strategically at a rate of 5% annually.
3.7.2 Capital Availability:
 The partners of the company together have a current capital

of S/ 30,000.00 soles. : Sufficient capital to cover the total
fixed investment concept, which is expected to be more than
enough for the aforementioned concept, but financing will be
necessary for other concepts.
a) Description of the premises
Our premises will have the following compartments:
a.- Client reception room; provided with hygienic services
b.- Games room with arrangements and decorations referring to

the world of children.
c.- One (01) warehouses
d.- Toy exhibition room.
All this in an area of approximately 250 square meters.
b) Plan of the premises (environment of the premises), Access

routes
72
FIG. No. 30
LOCAL PLAN OF “Magic Toy's EIRLtda..”
c) Service consumption (water, electricity, etc.)
Our costs and expenses are classified into variable costs and
fixed costs, which are budgeted monthly and forecast for five
years, which we will show below:
73
d) Raw material transportation flow
Cargar la mencaderia de en
Lima Transportar la mercaderia a
el carro de transporte OLVA la cuidad de Huancayo
CURRIER Cargar la mercaderia de donde estara ubicado nuetra
nuestros proveedores en la tienda
cuidad de lima
Transporte Huancayo
Source: Authors' own elaboration
FIG. No. 31
3.8 Location
The MAGIC TOYS EIRLtda. company is located in the Junín region due to
the dissatisfaction of a target audience providing added value is located in
the aforementioned territory.
FIG. N° 32 JUNÍN REGION
Source:www.perutoptours.com/index11ju_mapa_junin.html
74
3.8.1 Macro location
The company that will provide MAGIC TOYS EIRL toy sales service
It is located in the city of Huancayo due to great dissatisfaction from
a target audience to provide added value found in the
aforementioned territory.
FIG. No. 33
Source:www.perutoptours.com/index11ju_mapa_Huancayo.html
75
3.8.2 Micro location.
Determining the location of the business will be done using the

Weighted Factors method.
The business location alternatives for our case would be:
 Calle Real (city center)

 Real Plaza (Av. Railway)
 Av. Giraldez
Identification of the most relevant factors to evaluate:
 Facilities for accessing merchandise (loading and unloading)

 Availability of apparent premises
 Local rental costs
 Availability of services such as drinking water, electricity, etc.
 Tax incentives
3.8.3 Point method location chart.
TABLE N°32
QUANTIFICATION AND WEIGHTING OF PLANT LOCATION FACTORS
FACTORS
CONDITIONAL WEIGHING REAL STREET ROYAL PLAZA AV. GIRALDEZ
% QUAL SCORE QUAL SCORE QUAL SCORE

IFY IFY IFY
APPARENT . 280 . 240 . 160
LOCAL 40 7 6
AVAILABILITY 4
LOCAL RENTAL 20 8 160 100 120
COST 5 6
AVAILABILITY OF 15 105 105 105
SERVICES 7 7 7
TAX INCENTIVES 10 5 50 5 60 5 50
0PUBLIC PINION 10 9 90 8 80 5 50
76
ACCESS 05 2 10 7 35 5 25
FACILITIES
TOTAL 100 % 695 620 510
Consequently, the business will be located on Real Street; Below,

figure N°34 details the location.
FIG. No. 34
Source:www.perutoptours.com/index11ju_mapa_Huancayo.htm
3.9 Environmental impact analysis:
“Environmental impact: the sound of toys”

77
The environmental impact that we were able to find was the sound of the toys at
the time of the test in the game room, and in order to mitigate this environmental
impact we will line the walls of the game room area with tecnopoor to reduce the
sound of the toys and We will include in the tecnopoor the painting of children's
designs for the best decoration of the place.
3.9.1 Environmental impact:
Toys made of natural material compared to those made of synthetic

material educate ecological sensitivity. In addition, many toys made
of wood, paper, cardboard, wool, plush or metal are made by hand,
so the environmental impact of their manufacture is lower.
Recycled, chlorine-free bleached paper and cardboard and
organically grown fabrics (without synthetic fertilizers or pesticides)
help respect the environment.
Due to its composition and production, PVC -polyvinyl chloride- is

not recommended from an environmental point of view.
Furthermore, some of its toxic chemical additives pass into the
atmosphere or to the parts in contact - hands, mouth, etc. -.
Regarding the soft PVC material, it contains a substance called
phthalate that can harm the health of children. In addition to
practicing the 3Rs and knowing the impact of the materials with
which toys are made, we can also choose environmentally themed
toys, which are appearing on the market.
Play has been developed in all times and in all cultures, but to play it
is not essential to have and accumulate many toys. Sustainable
consumption is that which allows us to cover our current needs
without harming the environment's ability to meet the demands of
future generations. Although any consumption affects the
environment in some way, we can acquire more favorable habits for
its conservation and protection.
78
Chapter IV
LEGAL AND ORGANIZATIONAL STUDY
4.1 corporate form
The corporate form that the company will have will be: EIRLtda. Made up of
3 majority shareholders. How many and who are they? What % of shares
will they have? And how many minority shareholders and who are they?
What % of shares will they have?
4.1.1 Company Constitution Process
 The corporate form that the company will have will be:
EIRLtda. because? it must be substantiated.
 We proceed with the Company Name Reservation request in

order to verify if the name you have chosen for your company
already exists or if there is a similar one.
 The preparation of the Company Minutes, according to the

requirements and conditions. All procedures are carried out by
the lawyer as follows:
79
 The type of company or society EIRLtda.
 The statute that governs it (board regime, occupation, DNI,

RUC)
 Share capital, in goods or cash
 Appointment of the first Manager
 Once the minutes have been signed, the next step is to

elevate the minutes to a Public Deed, where the founding
partners or attorneys-in-fact, as the case may be, must sign
the Deed before a Notary Public.
 Then the company is registered in the Single Taxpayer

Registry (RUC) before the SUNAT. This step is in order to
register the company as a taxpayer and be able to obtain a tax
identification number, which will allow the company to issue
payment receipts, know the types of taxes, amounts and
payment schedule.
4.2 Labor regime
Currently the conditions for hiring personnel are subject to the needs of
the company, however we point out that the permanent staff will be 03
people, who will be paid under the Special Labor Regime.
4.3 Tax regime
 Natural and legal persons must contribute to the State a percentage of

the money they receive (income).
 The main taxes fall on income, production, consumption and the

importance of goods and other taxes on the circulation of money and
assets that are considered income of the central government and are
collected by SUNAT.
80
General Income Tax Regime
 Includes natural and legal persons dicas that generate third category
income Oh, our company, due to its nature of providing services, must
adhere to it.
 The Payment Vouchers that can be issued in this general regime are:
Invoices, Sales Slips, Purchase Settlements, Tickets or tapes issued
by cash register machines, Credit notes and debit notes, Guide Ace of
Remission.
What accounting books should I keep?
 Our company as a legal person dica must keep complete accounting in

all cases. Likewise, you must additionally carry any other special book
that you are required to keep due to the type of organization or other
particular circumstances (forms, minutes, etc.).
What taxes do I have to pay?
Income Tax (30% of profits)
The tax is determined at the end of the year. The declaration and payment
is made within the first three months of the following year, according to the
schedule of
Payments arranged by SUNAT.
There are statements and monthly payments that are considered payments
on account. At the end of the year, payments are regularized with the
annual income tax declaration (30%). To make the payment on account,
there are two methods to consider:
Requirements to qualify for the general regime:

This regime has no requirements, anyone can apply.
Taxes Affected:
- Monthly VAT payments (18%) with the right to deduct tax credit
- IR declaration and payments on account
81
- Annual Declaration and regularization payment of 30% of taxable income

- ITAN if necessary
- ESSALUD 9% of having dependent workers
Books and Accounting Records:

- Income less than 150 UIT: Half accounting (Sales, purchases, journal,
others as appropriate)
Income greater than 150UIT: Complete Accounting
Withholdings to be made:
second, fourth and fifth category income, ONP contributions. If you will
have little movement, I would recommend entering the special Income Tax
regime.
 Our company will offer services such as the sale of toys, therefore it
will be located in the third category income, which is defined as follows:
 To obtain the RUC you must go in person, in

Huancayo, to the SUNAT offices.
 Our company would be in the Special Income Tax Regime (RER), as

defined below:
 To request authorization to be able to print for payment, it is done with

the RUC number at the SUNAT office.
4.4 Functional organization
 Although a microenterprise is proposed with little personnel

requirements, an attempt is made to structure a functional organization
in order to operate efficiently.
82
 The organization of the company adopts that of an Individual Limited

Liability Company; It includes the modality of a private company that
works with the partners and for the partners, said collective
association, as a business economic unit, will be made up of
entrepreneurial people who will participate with contributions.
4.4.1 Form of organization
a) In accordance with the financing structure of the study, the

initial working capital required must be a contribution from the
partners, who to join the company must contribute according to
the following classification.
 Type “A” partners contribution S/. 15000.00
 Type “B” partners contribution S/10000.00
 Type “C” partner Contribution s/. 5600.00
b) The association, before establishing the surpluses (profits),

must deduct the remainder, sums destined for the constitution
and increase of undistributable social funds, whose destination
and percentage will be:
 Reserve fund 12%
 Social security fund 3%
 Reinvestment fund 5%
 In conclusion, the participation of the partners is full in the

management and decision-making through their
institutional mechanisms of administration, advice and
control. The means of production being the basis on
which its integral development is projected.
4.4.2 Structural organization chart

83
 According to the law, it is an Individual Limited Liability

Company, to which the organization joins must be made up of
a Board of Directors Assembly.
 The executive level must be headed by the General

Management, followed by two departments divided by
functions, the details of which are observed in the structural
organization chart adopted by the company.
FIG. No. 34
BUSINESS ORGANIZATION OF MAGIT TOY'S EIRLtda.
2 VENDEDORES
ADMINISTRADOR AREA DE VENTAS CAJA

JEFE DE TIENDA
SEGURIDAD
4.5 Organization and functions manual.
4.5.1 Administrator:
 Position Objective: Schedule, Organize, direct and control the

administration and production operations of the plant
 Location of the structure: First Executive Level.
 Functions and responsibilities. He will be responsible for the

84
Business progress in all actions, he will execute the Business

policy plans, and his mission will also be to provide the Board
of Directors Assembly with the necessary elements provided
by those responsible for the different departments of the
Company.
4.5.2 Sales area (Store Manager):
 Objective of the Position. Maintain and guarantee high sales of

products and in order
 Location of the Structure. Third Executive Level, direct

relationship with the Department. of administration.
 Functions and Responsibilities will be in charge of

administration, quality control of raw materials will be to
manage the store well, thus guaranteeing their quality.
Position requirement: Technician with specialization in

administration.
4.5.3 Sales manager
 Objective of the position. Market the product directly to the

city's consumer public at discounted prices.
 Location of the Structure: It will integrate the sales department.
 Functions and Responsibilities: You will be responsible for the

sale of products, you must report daily to your department.
 Position requirements: Secondary education or equivalent and

sales experience.
85
86
Chapter V
INCOME PROJECTIONS
5.1 Revenue from sales of main products
5.1.1 Income from sales of toys for children from 0 to 12 years old:
These income will be defined by the unit cost of each toy plus the
operating costs corresponding to each one, plus the
corresponding profit, for this purpose we present in the following
items :
5.1.1.1 Toy costs
The sale prices of the toys have been determined based

on two criteria:
 Wholesale toys cost

 Discounts.
To unify these two criteria, the following tables have

been prepared detailing the purchase costs:
87
TABLE N° 33
OF TOYS FOR CHILDREN AGED 0 – 4 YEARS
DESCUENTO COSTO DE
COSTO AL POR COMPRAS
CODIGO DE COMPRA
POR MAYORES A 50
JUGUETE UNITARIO
MAYOR S/ UNIDADES
15% S/

TABLE N° 34
COST OF TOYS FOR CHILDREN AGED 5 – 9
DESCUENTOS COSTO DE
CODIGO POR COMPRAS COMPRA
COSTO POR MAYORES
DEL A 50
MAYOR UNIDADES 15 UNITARIO
JUGUETE
% S/

TABLE N° 35
COST OF TOYS FOR CHILDREN AGED 10 TO 12.
DESCUENTOS
COSTO AL POR COMPRAS COSTO
CODIGO DE
POR MAYORES A 50 UNITARIO
JUGUETE
MAYOR UNIDADES 10 S/
%

88
5.1.1.2 Operating costs:
The operating costs for each toy will be determined

according to the percentage of sales of each toy code
referred to the total sales for the corresponding year
over the project horizon:
TABLE N° 36
% OF OPERATION COSTS FOR TOYS AGES 0 - 4

YEARS
TOTAL
VENTAS VENTAS
DE %
A-04-1 A-04-2
AÑO VENTAS
14 6802 694 10.20 694
TABLE N°37
% OF OPERATION COSTS FOR 5 - 9 YEAR OLD TOYS

TOTAL SALES B- SALES B-
YEAR % %
SALES 59-1 59-2
2014 6802 1105 16.25 1105 16.25
2015 9214 1497 16.25 1497 16.25
2016 11702 1901 16.25 1901 16.25
2017 14267 2318 16.25 2318 16.25
2018 16911 2748 16.25 2748 16.25
2019 19656 3194 16.25 3194 16.25

89
TABLE N° 38
% OF OPERATION COSTS FOR 10 - 12 YEAR OLD TOYS
TOTAL SALES C- SALES C-

YEAR % %
SALES 1014-1 1014 -2
2014 6802 1241 18.25 1241 18.25
2015 9214 1681 18.25 1681 18.25
2016 11702 2135 18.25 2135 18.25
2017 14276 2603 18.24 2603 18.24
2018 16911 3086 18.25 3086 18.25
2019 19656 3587 18.25 3587 18.25
TABLE N° 39
OPERATING COSTS
2014 2015 2016

COSTO DE OPERACIÓN
S/ 116871.3 112902.3 110267.9
A-04-1 10.2% 11920.87 11516.03 11247.33
N° VENTAS 2079 2817 3579
90
5.1.1.2 Determination of the sale price of toys for 0 – 4

years
TABLE N° 40
DETERMINATION OF SALES PRICES OF CREATIVE

EDUCATIONAL TOYS
JUGUETE/AÑO 2014 2015 2016
A-04-1
COSTO DE
CAMPRA S/ 25 25.5 26.01
91
5.1.1.3 Determination of the sale price of toys for 5 – 9

years old
TABLE N° 41
DETERMINATION OF PRICES OF EDUCATIONAL TOYS FOR CHILDREN

AGED 5 TO 9
JUGUETE/ AÑO 2014 2015 2016
B-59-1
COSTO DE CONPRA
S/
40.00 40.80 41.62
92
5.1.1.2 Determination of the sale price of toys for 10 - 12

years old
TABLE N° 42
DETERMINATION OF SALES PRICE OF EDUCATIONAL TOYS FOR

CHILDREN AGED 10 TO 12.
JUGUETE/ AÑO 2014 2015 2016
C.1014-1
COSTO DE COMPRA
S/
115.3 117.606 119.96
TABLE N°43
INCOME FROM SALES OF TOYS FOR CHILDREN AGES 0 to 4
CODE A-04-1
JUGUETES PRECIO
N° VENTAS INGRESO
A-04-1 UNITARIO
CONCRETAS S/.
AÑO VENDIDOS s/
2014 694 693 39.40 27304

93
TABLE N°44
INCOME FROM SALES OF TOYS FOR CHILDREN FROM 0 TO 4 YEARS
CODE A.04 -2
JUGETES N° VENTAS PRECIO

AÑO
A-04-2 REALES UNITARIO
2014 694 693 39.40
2015 940 939 38.5
TABLE N°45
INCOME FROM SALES OF TOYS FOR CHILDREN FROM 0 TO 4 YEARS
CODE A - 04 -3
JUGUETES VENTAS PRECIO

AÑO
A-04-3 REALES UNITARIO
2014 694 693 45.90
2015 940 939 45.10
5.1.2 Income from sales of toys for children from 5 to 9 years old
These income will be defined by the product of the number of

toys sold AND the price of each one, which we present in the
following tables:
94
TABLE N°46
INCOME FROM SALES OF TOYS FOR CHILDREN AGES 5 TO 9 CODE B-59-1
PRECIO
JUGUETES VENTAS
AÑO UNITARIO
B-59-1 REALES
S/.
2014 1105 1105 60.7
TABLE N°47
INCOME FROM SALES OF TOYS FOR CHILDREN AGES 5 TO 9 CODE B-59-2
PRECIO
JUGUETES VENTAS
AÑO UNITARIO
B-59-2 REALES
S/
2014 1105 1105 41.46
5.1.2 Income from sales of toys for children 10 to 12 years old
These income will be defined by the product of the number of toys

sold AND the price of each one, which we present in the following
tables:
95
TABLE N°48
INCOME FROM SALES OF TOYS FOR CHILDREN AGED 10 TO 12 CODE C –

1014 – 1
JUGUETES VENTAS PRECIO INGRESOS

AÑO
C-1014-1 REALES UNITARIOS/ S/
2014 1241 1241 142.30 176594
TABLE N° 49
INCOME FROM SALES OF TOYS FOR CHILDREN AGES 5 TO 9 CODE C –

1014 – 2
PRECIOS
JUGUETES VENTAS
AÑO UNITARIOS
C-1014-2 REALES
S/
2014 1241 1241 102.50

96
TABLE N°50
INCOME FROM SALES OF EDUCATIONAL AND CREATIVE TOYS FOR

CHILDREN AGES 0 TO 12
JUGUE JUGUET JUGUET

AÑ JUGUET JUGUET JUGUET JUGUETE
TE B-59- E C-1014- E C-1014- TOTAL
O E A -04-1 E A -04-2 E A-04-3 B-59-1
2 1 2
14 27304.2 27304.2 31809 67073.5 45813 176594 127203 503100.7
15 36151.5 36151.5 42349 91317 61826 239543 172303 679640
16 45215 45215 53208 108737.2 71554 305946 217130 847003.04
17 54961.2 54961.2 64994 133980.4 86044 377695 267068 1039703.86
18 65339.6 65339.6 77580 161307.6 103352 454259 320635 1247813.68
19 0

97
Chapter VI
ECONOMIC STUDY
6.1 Toy purchasing budgets:
TABLE N°51
COST OF TOYS CODE A-04-1 IN THE PROJECT HORIZON
UNIDADES DE COSTO COSTO TOTAL

AÑO JUGUETES S/ S/
A-04-1
2014 693 25.00 17325.00
2015 939 22.50 21127.50
98
TABLE N°52
UNIDADES DE COSTO COSTO TOTAL

AÑO JUGUETES A- UNITARIO S/ S/
04-2
2014 693 25.00 17325.00
2015 939 22.50 21127.50
TABLE N°53
UNIDADES COSTO
COSTO
AÑO JUGUETES UNITARIO
TOTAL S/
A-04-3 S/
2014 693 30.00 20790.00
TABLE N°54
COST OF TOYS CODE B-59-1 IN THE PROJECT HORIZON
UNIDADES COSTO
COSTO
TOTAL S/
B-59-1 s/
2014 1105 40.00 44200
99
TABLE N°55
COST OF TOYS CODE B-59-2 IN THE PROJECT HORIZON
UNIDADES COSTO
COSTO
TOTAL S/
B-50-2 S/
2014 1105 23.30 25747
2015 1497 23.70 35479
TABLE N° 56
COST OF TOYS CODE C-1014-1 IN THE PROJECT HORIZON
UNIDADES COSTO
COSTO
TOTAL S/
C-1014-1 S/
2014 1241 115.30 143087
TABLE N° 57
COST OF TOYS CODE C-1014-2 IN THE PROJECT HORIZON
UNIDADES COSTO
COSTO
TOTAL S/
C-1014-2 S/
2014 1241 80.50 99901

100
TABLE N°58
COST OF EDUCATIONAL, CREATIVE TOYS IN THE PROJECT HORIZON.
AÑO JUGUETE
A-04-1
JUGUETE
A-04-2
JUGUETE
A-04-3
JUGUETE
B-59-1
JUGUTE
B-59
14 17325 17325.00 20790.00 44200.00 25746
15 21127.5 21127.50 28733.40 61077.60 35478
16 31018
31018.00 37221.60 79081.60 46004
6.2 Direct labor budgets:
For this project, direct labor is not considered since no transformation of

raw materials occurs.
6.3 Factory load budgets:
For this project we cannot speak of factory load, because no goods are
produced, it is a service company
6.4 Administrative cat budgets:
Administrative expenses are represented by the salaries of administrative

staff and are represented in the following table:
TABLE N°59
ADMINISTRATIVE EXPENSE BUDGETS.

AREA No. OF POST REMUNER ANNUAL
WORKERS ATION REMUNERA
MONTHLY TION
S/. S/.
STAFF 1 Administrator 1300.00 15600.00
1 Store manager 1000.00 12000.00
Subtotal : 2300.00 27600.00
Water and E. Electric 100.00 1200.00
Telephone .Internet 4GB 90.00 1080.00
Office and toilet several 100.00 1200.00
supplies
Local rental 100 M2 3500.00 31080.00
TOTAL GTS. 6090.00 73080.00
ADM .
101
6.5 Sales expense budgets:
The sales expenses for the project are presented in the following table:
TABLE N° 60
SALES BUDGETS
AREA JOB NO. POST REMUN/ REM./
MONTH YEAR
S/ S/:
STORE 1 Security 900.00 10800.00
1 Cashier 800.00 9600.00
2 seller 700.00 8400.00
SUBTOTAL 2400.00 28800.00
Advertisin Several. 4000.00 48000.00
g
6.5.1 Operating Expense Budgets:
Operating expenses are defined by the following table:
TABLE N°61
OPERATING EXPENSES BUDGET.
ITEM 1 2 3 4 5
Administrative staff 27600 27600 27600 27600 27600
Water and E. electric 1200 1200 1200 1200 1200
Telef. Internet 1080 1080 1080 1080 1080
Office supplies 1200 1200 1200 1200 1200
Local rentals 31080 31080 31080 31080 31080
TOTAL EXPENDITURE
ADM. 62160 62160 62160 62160 62160
Transportation in Huancayo 450 450 500 550 600
sales staff 28800 28800 28800 28800 28800
advertising 20000 19000 18050 17147.5 16290.125
TOTAL GAT. SALES
Loan Interest 4869 3036 1066 0 0
Depreciation 822 739.8 665.8 599.2 539.2
54941 52025.8 49081.8 47096.7 46229.325
102
TOTAL EXPENDITURE
OPERAT. 117101 114185.8 111241.8 109256.7 108389.325
6.6 Tangible and intangible investment budgets.
6.6.1 Tangible investment budgets:
TABLE N°62
TANGIBLE INVESTMENTS BUDGET
PAREDES ( NORDEX) 1120

ADORNOS ESPECIALES 200
ACCESORIOS DE ELCTRICIDAD 500
ACCESORIOS DE GASFITERIA 500
6.6.2 Intangible investment budgets:
TABLE N°63
INVESTMENT BUDGETS FOR INTANGIBLE ASSETS
RUBRO COSTO s/.

PLAN DEL NEGOCIO 3000
CONSTITUCIÓN LEGAL 1016
LICIENCIA DE FUNCIONAMIENTO 273
103
6.7 Depreciation.
The depreciation of the is calculated with values of equipment, machinery

and according to current standards by the entity that has jurisdiction in the
field, in our case, SUNAT. For this case it would be:
TABLE N°64
DETERMINATION OF ASSETS SUBJECT TO DEPRECIATION
RUBRO VALOR s/.

ADORNOS ESPECIALE 200
VITRINAS Y ESTANTES 3700
COMPUTADORAS 3000
6.7.2 Depreciation values table:
TABLE N°65
CALCULATION OF DEPRECIATION VALUES
104
RUBRO / AÑO valor inicial 1 2 3

ADORNOS ESP. 200 20 18 16.2
Vitinas Estantes 3700 370 333 299.7
computadoras 3000 300 270 243
Chapter VII
INVESTMENT AND FINANCING
7.1 Investment structure and total project investment
TABLE N°66
105
ITEM AMOUNT SUB %

TOTAL
1. - Tangible fixed investment
1.1.- Equipment and Machinery 4670.00 8490.00 14.18
1.2.- Furniture and Appliances 3700.00
1.3.- Telephone, Internet 120.00
2.- Intangible Fixed Investment 6798.00
2.1.- Business plan 3000.00 6798.00 11.35
2.2.- Legal constitution. 1 016.00
2.3.- Operating licenses 273.00
2.4.- Unforeseen events (5% of the 2509.000
tangible fixed amount) 74.47
44587.83
3.- Working capital 2690.00
3.1.- Available (01 month ) 2400.00
3.1.1.- Sales staff 100.00
3.1.2- Water and Electricity. 90.00
3.1.3.- Telephone, Internet 100.00
3.1.4.- Office Supplies 30897.83
3.2.- Feasible (01 month) 30697.83
3.2.1.- Toys 200.00
3.2.2.- Indirect Materials 11000.00
3.3.- Required (01 month ) 4000.00
3.3.1.- Introduction Advertising 3500.00
3.3.2.- Rental 3500.00
3.3.3.- Guarantee
TOTAL 59875.83 59875.83 100
106
7.2 Financing budget
TABLE N° 67
FINANCING BUDGET PROJECT INVESTMENTS
ITEM AMOUNT LOAN % INPUT %
1. - Tangible fixed
investment 4670.00 4670.00
1.1.- Equipment and 3700.00 3700.00
Machinery 120.00 120.00
1.2.- Furniture and
Appliances 3000.00 3000.00
1.3.- Telephone, Internet 1 016.00 1 016.00
2.- Intangible Fixed 273.00 273.00
Investment 2509.000 2509.000
2.1.- Business plan
2.2.- Legal constitution.
2.3.- Operating licenses
2.4.- Unforeseen events (5% 2690.00
of the tangible fixed amount) 2400.00 2400.00
3.- Working capital 100.00 100.00
3.1.- Available (01 month ) 90.00 90.00
3.1.1.- Sales staff 100.00
3.1.2.- Water and E. Electric 30897.83 30697.8
3.1.2.- Telephone, Internet 30697.83 200.00 3
3.1.3.- Office Supplies 200.00
3.2.- Feasible (01 month) 11000.00
3.2.1.- Toys 4000.00
3.2.2.- Indirect Materials 4000.00 3500.00
3.3.- Required (01 month ) 3500.00 3500.00
3.3.1.- Introduction 3500.00
Advertising
3.3.2.- Rental
3.3.3.- Guarantee
30697.8
TOTAL 59875.83 29178.00 48.73 51.27
3

107
7.3 Loan Payment Schedule

TABLE N°68
DEBT SERVICE PAYMENT SCHEDULE
Loan amount: S/.29 178.00
Interest: 18% annually
Payment Term: 03 Years
Grace period: 04 months
AÑO MESES CAPITAL INTERESES TOTAL

1 29178 437.67 437.67
2 29178 437.67 437.67
3 29178 437.67 437.67
SOURCE: Authors' own elaboration ( www.financieraedificador.com )
108
Chapter VIII
ECONOMIC AND FINANCIAL EVALUATION
8.1 Operating flow (also called projected cash flow)
TABLE N°69
PROJECTED CASH FLOW
ITEM/YEAR 0 1 2 3 4 5
(+) Sales income 503100 679640 847003 1039703 1247813
(-) Total inversion 59876
Residual income
Total income
EXPENSES
MP Cost 368374 503240 659029 819770 992236
MOD Cost
CIF
Sub total costs
Administrative expenses 62160 62160 62160 62160 62160
Sales expenses
TOTAL EXPENSES
ai utility
Tax (30%)
Depreciation (-)
(-) Operating costs 117101 114185.8 111241.8 109256.7 108389.32
(-) Income taxes 3580.18 17531.42 22499.87 33023.13 43994.54

ECONOMIC NET FLOW -59875.8 14044.82 44682.78 54232.33 77653.17 103193.14
109
(+) Loan 29178

(-)interests 4869 3036 1066 0 0
(-) Loan amortization 7294.48 10941.72 10241.72 0

NET FINANCIAL FLOW -30697.8 1881.34 30705.06 42926.61 77653.17 103193.14
(+) Own contribution 30697
(-) Dividends 40% 752.53 12282.02 17170.64 31061.26 41277.25
NET FLOW 0 1128.81 18423.04 25755.97 46591.91 61915.89
ACCUMULATED NET 1128.81 19551.85 45307.82 91899. 153815.59
FLOW
8.2 Projected income statement (projected profit and loss)
TABLE N°70
PROJECTED PROFIT AND LOSS STATEMENT
ITEM 1 2 3 4 5
INCOME FROM SALES 503100 679640 847003 1039703 1247813
(-) COST OF TOYS 368374 503240 659029 819770 992236
GROSS PROFIT 134726 176400 187974 219933 255577
(-) OPERATING COSTS 117101 114185.8 111241.8 109256.7 108389.32
(-) DEPRESSION 822 739.8 665.82 599.2 539.2
OPERATING PROFIT 16803 61474.4 76066.38 110077.1 146648.48
(-) LOAN INTEREST 4869.07 3036.34 1066.83 0 0
PROFIT BEFORE TAX 11933.93 58438.06 74999.55 110077.1 146648.48
INCOME TAX 30% 3580.18 17531.42 22499.87 33023.13 43994.54
PROFIT AFTER TAX 8353.75 40906.64 52499.69 77053.97 102653.94
(-) LEGAL RESERVE 10% 835.3751 4090.6642 5249.9685 7705.397 10265.3936
3341.500
(-) DIVIDENDS 40% 4 16362.6568 20999.874 30821.588 41061.5744
4176.875
RETAINED PROFIT 5 20453.321 26249.8425 38526.985 51326.968
8.3 Breakeven
110
To calculate the breakeven point we must know the variable costs and fixed
costs:
111
8.3.1 Calculation of total fixed costs:
TABLE N° 71
TOTAL FIXED COSTS FOR THE PROJECT
ALQUILER TEF. +
AÑO SUELDOS S/
S/ INTERNET
2014 56400 31080 3400
2015 56400 31080 3400
TABLE N°72
FIXED COST PER TOY
% DE
PARTICIPA COSTO FIJO
COSTO FIJO
JUGUETE CION EN TOTAL/ GRUPOS
ANUAL S/
LAS DE JUGUETES S/
VENTAS
8.3.2 Calculation of variable costs
The variable costs must be calculated for each type of toy, so we

have the following tables:
8.3.2.1 Calculation of variable costs per toy unit:

112
TABLE N°73
VARIABLE COST FOR TOYS A-04-1
COSTO
%
DE COSTO COSTO costo
RESPECTO COSTO
TRANSPO UNITARIO DE INTERESES DEPRECIACI
AÑO AL TOTAL DE unitario de
RTE TRANSPORTE / JUGUETS ÓN S/
DE S/
INTERESES depreciació
TOTAL S/
JUGUETES
S/ S/
2014 10.2 400 0.06 4639 0.68 822 0.12098701
2015 10.2 400 0.06 3036 0.45 740 0.10891775
2016 10.2 500 0.07 1066 0.16 665 0.09787879
2017 10.2 500 0.07 0 0.00 599 0.0881645
2018 10.2 600 0.09 0 0.00 539 0.07933333
As you can see, the variable costs per unit of toys are minimal; to
avoid cumbersome calculations, 1.2% more will be considered for
the toy cost, which would give us the following table:
113
TABLE N°74
VARIABLE COSTS OF EACH TYPE OF TOY
JUGUETE
/AÑO 2014 2015 2016
A-04-1
COSTO DE
COMPRA S/
25 22.5 23.1
SOURCE: Linio Toy Store
8.3.2.2 Calculation of the balance points for each toy:
Applying the formula: Q=

C.F
¿¿
Where:
Q = Number of units
P = Sales price per unit
114
V = Variable costs per unit

CF = total fixed cost per toy
We would have the following table:
TABLE N° 75
BALANCE POINTS FOR EACH OF THE TOYS IN THE PROJECT HORIZON
JUGUETES/AÑO 2014 2015 2016
A-04-1 Y 2
COSTO FIJO S/ 9392 9392 9392
TABLE N°76
115
BALANCE POINTS FOR EACH OF THE TOYS IN THE PROJECT HORIZON

(CONTINUED)
JUGUETE / AÑO
2014 2015 2016 2017 2018
C-1014-1
COSTO FIJO S/ 16804 16804 16804 16804 16804
PRECIO DE
VENTA S/ 154.80 154.70 155.80 157.70 160.00
COSTO
VARIABLE S/ 116.80 119.00 121.30 123.70 126.30
U. EQUILIBRIO 442.21 470.70 487.07 494.24 498.64
C-1014-2
COSTO FIJO S/ 16804 16804 16804 16804 16804
PRECIO DE
VENTA S/ 102.40 101.50 101.70 102.60 103.90
COSTO
VARIABLE S/ 81.40 83.00 84.70 86.40 88.10
U. EQUILIBRIO 800.19 908.32 988.47 1037.28 1063.54
8.4 Economic indicators.
The financial economic evaluation becomes the determining factor to be

able to invest in the project, this will be done by evaluating two indicators:
Net Present Value (NPV)
Internal Rate of Return (IRR)
8.4.1 Net present value

Tdeco = % Contribution x (COK+ R) + % of loan x Annual interest.
Tdeco = 0.5127
0.1543
TABLE N°77
ECONOMIC NET PRESENT VALUE
116
UPDATED
YEAR FNE FSA 15.43%
VALUE
0 -59875 1 -59875
1 14044 0.86632591 12166.68111
2 44682 0.75052059 33534.7608
3 54232 0.65019543 35261.39859
4 77653 0.56328115 43740.47108
5 103193 0.48798506 50356.6418
115184.9534
The sum of the updated values from year zero to year 5 gives a
value of 115184.95 positive value which indicates that it is a
profitable project .
Calculation of Financial Net Present Value: VANF
Tdefin = % contribution x (COK +R) +% loan x Annual Interest (1-

T)
COK = Opportunity cost
T = income tax
R = risk
Tdefin = 0.5127 X 0.13 + 0.4873 X 0.18 X (1-0.3)
Tdfin = 0.066651+ 0.06139 = 0.1280

117
8.4.2 Financial Net Present Value
TABLE N°78
FINANCIAL NET PRESENT VALUE
UPDATED
YEAR FNF FSA 12.80%
VALUE
0 -30697 1 -30697
0.8865248
1 1881 2 1667.553191
0.7859262
2 30705 6 24131.86585
0.6967431
3 42926 4 29908.396
0.6176800
4 77653 9 47964.71188
0.5475887
5 103193 3 56507.32388
129482.8508
The sum of the updated values from year zero to year 5 yields a
positive value of 129482.85, which indicates that it is a profitable
project.
8.4.3 Benefit-cost ratio
A fairly accepted coefficient in the world of projects is also the

benefit/cost coefficient; benefit being understood as all the
advantages that the user of the project made a reality may have in
the future and costs being understood as anticipated expenses on
operations, repairs, construction, maintenance, etc.
For our case we will use the formula:
B/C = Benefits/Costs
And if B/C >- 1 the project is profitable.

118
TABLE N°79
UPDATED VALUES OF NET PROFITS
Valor
AÑO F.B.N. 15.43 Actualizado
0 1 0
1 503100 0.8663259 435848.57
TABLE N°80
UPDATED NET COST VALUES
AÑO F.C.N. 15.43 V.A.

0 0 1 0
1 485245 0.8663259 420380.32
2 616142 0.7505206 462427.25
B/C = 2691321.71/ 2443562.3 = 1.10 This coefficient tells us that it

is a profitable project.
119
8.4.4 Calculation of the internal rate of return IRR
CALCULATION OF THE INTERNAL ECONOMIC RATE OF

RETURN:
TABLE N°81
INTERNAL ECONOMIC RATE OF RETURN
YEAR
S FNE 0.6 GOES 0.62 GOES
0 -59875 1 -59875 1 -59875
1 14044 0.625 8777.5 0.617283951 8669.1358
2 44682 0.390625 17453.90625 0.381039476 17025.6059
3 54232 0.24414063 13240.23438 0.235209553 12755.8845
4 77653 0.15258789 11848.90747 0.145191082 11274.5231
5 103993 0.09536743 9917.545319 0.089624125 9320.2816
-
1363.093414 829.569178
With these results we replace values in the interpolation formula to

find the economic IRR
With these results we replace values in the interpolation formula to

find the economic IRR
IRR = Minor Td + (Highest Td-Minor Td) x NPV (positive)/ Positive

NPV + Negative NPV
IRR =0.60 +(0.62-0.60)(1363.09/(1363.09 -829.56) = 0.5494
Profitability criterion If the TIRe > TDco. 0.5494 > 0.1543
The project is profitable

120
CALCULATION OF THE INTERNAL FINANCIAL RATE OF

RETURN:
TABLE N°82
INTERNAL FINANCIAL RATE OF RETURN
YEAR FNF 0.85 GOES 0.8 GOES

0 -30697 1 -30697 1 -30697
0.5405405 1016.7567 0.5555555
1 1881 4 6 6 1045
0.2921840 8971.5120 0.3086419 9476.8518
2 30705 8 5 8 5
0.1579373 6779.6181 0.1714677 7360.4252
3 42926 4 9 6 4
0.0853715 6629.3557 0.0952598
4 77653 3 5 7 7397.2146
0.0461467 4762.0241 0.0529221 5461.1953
5 103193 8 8 5 6
-
2537.7330 43.687056
7 5
IRR = Td Minor + (Td major- TdMinor) x NPV (positive)/ NPV

positive + NPV negative
IRR =0.8 + (0.85 – 0.80)(43.687)/(43.68 – 2537.73)
IRRf =0.8 – 0.00087 = 0.79
TIRfin >Tdco end. 0.79 > 0.1280 profitable project.

121
CONCLUSIONS
 The geographical area corresponding to the market scope of the project

has growth potential since a potential market of the order of 41,910
children has been verified for 2014, an available market of 37,463 children
for the same year, an effective market of 33,185 children, translating This
in 6802 annual sales of which only 15% will be covered as a target
market.
 The study of the company's organization allows us to conclude that the
company will operate effectively and efficiently, serving an increasingly
larger and more demanding market such as the city of Huancayo and the
Mantaro Valley in general.
 The profitability indices indicate that the project is profitable both
economically and financially, as can be seen:
 Economic Net Present Value = NEPV = 115184.95
 Financial Net Present Value = NPVf = 129482.85
 The Economic Internal Rate of Return = 54.94%
 The Financial Rate of Return = IRRf = 79.00%
 The benefit cost coefficient = 1.10
122
RECOMMENDATIONS
 Increase market research into more varieties of creative and educational

toys, taking into account the materials from which they are made, that is,
non-toxic and much more biodegradable materials than those currently
proposed.
 Seek the integration and participation of both educational entities and
parents to spread the stimulation of intelligence and creativity since it is a
strategic tool to achieve creative people who solve the critical and
pressing problems that the world will face in the near future.
 Having demonstrated the feasibility of this project, it is recommended to
continue with the level of feasibility and then the execution and installation
of an entity dedicated to the sale of educational and creative toys.
123
BIBLIOGRAPHY
Weapons E. Armas Ramirez

ENVIRONMENTAL TECHNOLOGY
IN OUR HOME THE SIDERAL SHIP EARTH
Apli Graf Editorial. SRL First Edition
Trujillo Peru 2002, 691 pages.
Andía Valencia, Walter

INVESTMENT PROJECTS
Guide for its Strategic Formulation and Evaluation.
Business Research and Training Center.
El Saber Editorial Bookstore
Lima – Peru 2005., 284 pages.
Baca Urbina, Gabriel

FORMULATION AND EVALUATION OF INVESTMENT PROJECTS
Editorial Mc GRAW HILL INTERAMERICANA DE MÉXICO SA 3rd Edition 1995
339 Pages.
Beltrán Arlette and Cueva Hanny

PRIVATE PROJECT EVALUATION EXERCISES
Universidad del Pacífico- Research Center
Study Notes
Lima – Peru 1998. 288 Pages.
Collazos Cerrón, Jesus

THE MARKET STUDY IN INVESTMENT PROJECTS
Editorial San Marcos - First edition 2002
Lima – Peru 2002
124
Formoso Pernuy, Antonio

2,000 INDUSTRIAL PROCEDURES AVAILABLE TO EVERYONE
Editorial Limusa Noriega Editores- Third Edition
Mexico City- 1998. 1 240 Pages.
Himmenblau, David M.
BASIC PRINCIPLES AND CALCULATIONS IN ENGINEERING.
University of Texas.
Pearson Education Publishing - Sixth Edition
Texas 1997, 725 pages.
Peruvian Institute of Business Administration

HOW TO FORMULATE AND EVALUATE INVESTMENT PROJECTS
Non-face-to-face Education Program
Lima – Peru 1998 40 Pages.
Linares Cazorla, José

MARKET RESEARCH
Information techniques and procedures for competitive marketing.
Editorial San Marcos - First Edition 2001
Lima-Peru 2001,323 Pages.
WEB RESOURCES
WWW.crecenegocios.com/ the strategies of a company.

www.investmentproject.da.ru
www. delariva_ com._ corn curiosities_ htm.
www.inei.gob.pe
www.perutoptours.com/index11ju_mapa_junin.html
125
ANNEXES
126
Annex No. 1
CUSTOMER SURVEY
MARKET RESEARCH FOR THE INSTALLATION OF AN EDUCATIONAL AND

CREATIVE TOY VEIN CENTER IN THE CITY OF HUANCAYO.
1.- INTERVIEWER DATA
NAME………………………………………………… Location of
survey……………………………………
SURVEY DATE…………………….. SHEET N°………………………….
2.- RESPONDENT DATA
AGE……………………………
3.- DO YOU HAVE CHILDREN UNDER 14 YEARS OLD?
BUT
4.- How would you like a sales center for creative and educational toys for children?
EXCELLENT NEW
WELL NO OPINION
.BAD
5.- What is your family's employment situation?
a.- Only father works
b.- Only mother works
c.- Both work
d.- None Work.
6.- What toys do you prefer for your children?
a.- Dolls and stuffed animals
b.- Educational and creative

127
c.- Video games
d.- Puzzles and Jigsaw Puzzles
f.- Any toy.
7.- Why do you prefer these toys?
a.- They are good
b.- They are cheap
c.- It influences your training.
8.- How much are you willing to pay for a toy that stimulates the intelligence and
creativity of your child(ren)?
a.- of S/. 60 – 80
b.- of S/ 80 - 100
c.- from S/ 100 – 120.
D.- more than 120.00
9.- Mostly, what season of the year do you give toys to your children? ?
a.- One at Christmas
b.- One on the birthday
c.- Two Christmases and birthdays
c.- Another opportunity
d.- a and b
128
Annex No. 2
MODEL MINUTES AND STATUTE OF CONSTITUTION OF A CORPORATION
General Companies Law (No. 26887)
Article 53. CONCEPT
The simultaneous constitution of the Individual Limited Liability company. It is

carried out by the founders, at the time of granting the public deed that contains
the social pact and the statute, in which act they fully subscribe to the shares.
Mr. Notary:
Please, extend in your Registry of Public Deeds, a simultaneous constitution of a

corporation, which we the founders grant……………………………………………..,
with National Identity Document No. . …………… domiciled
…………………………………………………………………………………………
marital status single and……… …………………………………………………, with
National Identity Document No………………………, domiciled
in……………………………… …………………………………………, single marital
status; under the following terms and conditions:
FIRST.- Through this Social Agreement, we voluntarily and expressly agree to

establish a Limited Liability company "JUGUETERÍA MAGIC TOYS EIRL
"Individual Limited Liability Company"; with a capital of S/. 1,000.00 (THOUSAND
AND 00/100 NUEVOS SOLES), represented and divided into THOUSAND (MIL)
ordinary shares of a nominal value of S/. 1.00 each, equal and indivisible, fully
subscribed and paid one hundred percent, through contributions in cash, in the
following proportion: ………………………………………………………
………………..subscribes 700 shares for a value of S/. 700.00 (SEVEN
HUNDRED AND 00/100 NEW SOLS). And pay one hundred percent; and,
……………………………………………………….subscribes 300 shares for a
value of S/. 300.00 (THREE HUNDRED AND 00/100 NUEVOS SOLES), which
pays it in full.
SECOND.- The administration of the company will be formed as follows:

President of the Board of Directors………………………………………………, of
Peruvian nationality, with National Identity Document No.
……………………………and domiciled
at…………………………………………………………………………………………
…………………………………………………., of Peruvian nationality, with National
Identity Document No.
………………………………………………………………………………….. is
appointed as ADMINISTRATOR, whose identification data has been previously
recorded.
129
THIRD.- The company that is formed will be governed by the statutory regulation
indicated below:
STATUTE
CHAPTER I
DENOMINATION. SOCIAL OBJECT. DURATION. ADDRESS and
CAPITAL OF THE COMPANY
First Article.- The company that is formed is called

………………………………………………………………………. Closed Joint Stock
Company, also identified with the acronym REQUISA.
Second Article.- The purpose of the company is the following:
Produce sweet chifles and other related activities.
Third Article.- The domicile of the company is the City of Lima.
Fourth Article. - The company will have an indefinite duration, formally beginning
its activities on the date it is registered in the Public Registries; expressly stating
that the validity of the acts carried out prior to the aforementioned registration is
subordinated to said requirement and its subsequent ratification.
Fifth Article.- The capital of the company amounts to the amount of S/. 1,000.00
(ONE THOUSAND AND 00/100 NUEVOS SOLES), divided and represented by
THOUSAND ordinary shares of a nominal value of 1.00 (ONE AND 00/100
NUEVOS SOLES) each, fully subscribed and paid in full.
Article Six.- The regime of shares, possession, property, rights and obligations
that emanate from its records, its content and transmission are governed by the
provisions of Law No. 26887.
CHAPTER II
BODIES OF THE COMPANY OF THE GENERAL MEETING OF

SHAREHOLDERS, BOARD OF DIRECTORS AND GENERAL MANAGEMENT
Seventh Article. - The incorporated company will govern its activities through the
General Meeting of Shareholders; the Board of Directors and General
Management.
GENERAL MEETING OF SHAREHOLDERS
Article Eight.- The General Meeting is made up of the shareholders and is the
supreme body of the company and therefore the decisions it adopts are
130
mandatory for all shareholders, even for those who have voted against, are
absent or are dissidents.
Article Ninth.- The company's organs are the Annual Mandatory Meeting, the
extraordinary meetings at any time and the Universal Meeting.
Article Ten.- The General Meeting is held at the place of the registered office. It is
called by the Board of Directors in the manner established in Articles 113 and
116 of the General Companies Law and Article 117, when the call is requested
by one or more shareholders representing no less than twenty percent of the
shares subscribed with right. to vote by notarized letter.
Article Eleven.- The Annual Mandatory Meeting is responsible for the powers
indicated in Article 114 of the General Companies Law, that is, ruling on the
social management and the economic results of the previous year, the
distribution of profits, the election of the members of the board of directors,
setting their remuneration, appoint auditors: in addition to the other powers
indicated in Article 11 5 of the General Companies Law.
Article Twelfth.- For the purposes of calling for general meetings, publication of
notices and attendance of third parties and examination of the company's
documentation, the provisions of Articles 44, 45, 113, 116 govern. 120° and 130°
of Law No. 26887. The quorum is computed in accordance with the rules
specified in Articles 124 to 128.
Article Thirteen.- General meetings are chaired by the Chairman of the Board of
Directors or, failing that, by the shareholder representing the greatest number of
shares. The General Manager acts as Secretary.
Article Fourteen.- The development of the General Shareholders' Meeting must

be recorded in a book of minutes legalized in accordance with law.
Article Fifteen.- The procedures for challenging corporate agreements, separation

of partners, increase or decrease of capital with the consequent modification of
the Statute, issuance of obligations, dissolution, liquidation and extinction of
companies, are governed by the rules established in the Law. General of
Companies.
CHAPTER III
OF THE BOARD
Article Sixteen.- The company will be managed by a Board of Directors made up

of two members, elected by the General Meeting, which is renewed every two
years. Any natural person can be a member of the board of directors without
having to be a shareholder.
131
Article Seventeen.- The director carries out his position personally, therefore his
functions cannot be delegated. His remuneration is determined by the General
Meeting, which can even remove him at any time, even if his appointment had
constituted one of the conditions of the articles of incorporation. His position
vacates for the reasons indicated in Article 157 of the General Companies Law. It
is subject to the impediments indicated in Law No. 26887.
Article Eighteen.- The quorum of the board of directors is half plus one of its
members. If the number of directors is odd, the quorum is constituted by the
entire number immediately greater than half of that number. Each director has
the right to one vote, regardless of the number of shares he or she may have in
the company. Its President is elected from among them. The board of directors
has the management and legal representation powers necessary for the
administration of the company within its purpose, with the exception of matters
that the law or the Statute attributes to the General Meeting.
CHAPTER IV
FROM THE MANAGEMENT
Article Nineteen.- The company has a Manager appointed by the board of

directors, for an indefinite period. Their removal may occur at any time by
intervention of the board of directors or the General Meeting.
Article Twentieth.- The following are the powers of the Administrator:
a) Celebrate and execute the ordinary acts and contracts corresponding to the
corporate purpose.
b) Represent the company, with the general and special powers provided for in
the Civil Procedure Code in all necessary acts.
c) Attend the sessions of the General Meeting and the board sessions with voice
but without vote. Acts as Secretary.
d) Issue certificates and certifications regarding the content of the company's

books and records.
It covers the responsibilities that are indicated in Article 190 of the General
Companies Law. He is jointly and severally liable with the members of the board
of directors, when he participates in acts that give rise to their responsibility or
when, knowing of the existence of these acts, he does not inform the board of
directors or the General Meeting.
CHAPTER V
132
ANNUAL BALANCE SHEET, DISTRIBUTION OF PROFITS, DISSOLUTION

AND LIQUIDATION OF THE COMPANY
Article Twenty-First.- In the formulation, presentation, examination and approval

of the balance sheet, the rules established in the relevant parts of the General
Companies Law apply.
Add, Mr. Notary, the introduction and conclusion of style and other legal inserts
and promptly submit the Parts to the Commercial Registry for registration.
Regulations for the Registry of Legal Entities
CONASEV Resolution No. 115 – 99 – EF / 94.10
Article 1.- SCOPE OF APPLICATION
The Registry of Legal Entities (RPJ) is the one in which public limited companies
are registered....
Annex No. 3
133
134

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i

"YEAR OF THE PROMOTION OF THE RESPONSIBLE INDUSTRY AND

Professional Career in Banking

THEORETICAL PRACTICAL WORK

To Opt for the Title of:

Lic. Enrique Luis Campos Ponce

A: Our parents because they are the ones

1.10 Business strategy 5

2.8 Product life cycle 60

3.1 Sales technology 62

The development of any business activity involves undertaking actions, which to

After handling various business alternatives, by consensus, Management came

As far as the market is concerned, a market study of the service to be provided

1.1 Project's name:

IMPLEMENTATION OF A GAME ROOM AND SALE OF EDUCATIONAL

MAGIC TOYS EIRLTDA TOY STORE

According to its characteristics, this project is classified as a fun center,

1.3 Vision and mission

VISION: The company “JUGUETERÍA MAGIC TOYS EIRLtda.” Huanca will

managed effectively by a team of professionals of high human quality, in

MISSION: Market educational toys, stimulating the development of

1.4.1 Surface extension

Huancayo is located within the Mantaro Valley at 3,271 meters

The current estimated population for the city of Huancayo amounts

The province of Huancayo, capital of the department of Junín, is

south, the province of Satipo to the east and the province of

1.5 Company Name Members

The associated legal entity is called “JUGUETERÍA MAGIC TOYS

MEMBER PARTNERS OF JUGUETERIA MAGIC EIRLtda.

1.6 ISIC Code (Single International Industrial Classification)

The aforementioned service can be classified as retail sale of games and

1.7 Executing unit

o Iparraguirre Llana, Evelin Andrea

1.8 Conception of the Problem (supply opportunity, demand opportunity)

1.9.2 PROJECT OBJECTIVES.

1.9.2.1 GENERAL OBJECTIVE

Implement a games room and sale of educational and creative toys

1.9.2.2 SPECIFIC OBJECTIVES

 Verify the existence of a potential unsatisfied market and that it is

 Plan an effective and efficient administrative organization in such

 Demonstrate that it is economically and financially profitable to

1.10 BUSINESS STRATEGY

The business strategy will be based on:

Product differentiation strategy.

The product that is expected to be introduced to the market in the city of

 Market penetration strategy

 Advertising in various media

 Attract customer attention with promotions.

 Customer preservation, provide information about the product and

 Respect for established schedules.

 Each of the workers are aware of their responsibilities.

 Teamwork.- Fluid communication between company workers

 Prepare a file with the names of potential clients where we focus on

 Constantly improve service

 Marketing and sales strategy

 The product collection system will be in cash.

 Payment will be credited to a current account. Likewise, checks and,

 It describes a set of traits and qualities that the salespeople assigned

 Initially, the organization, having a Target Market, will develop opening