Model to increase the profitability of micro and small businesses through the digital transformation of contact channels using Sales Funnels and Adaptive Sales in the post-Covid-19 era. Article Swipe
José Rojas
,
Andrea Del Rocio Arroyo Elescano
,
Jon Arambarri
·
YOU?
·
· 2023
· Open Access
·
· DOI: https://doi.org/10.18687/laccei2023.1.1.320
YOU?
·
· 2023
· Open Access
·
· DOI: https://doi.org/10.18687/laccei2023.1.1.320
Commercial enterprises carry out activities in which goods or services are exchanged for money, \nwhich allows them to keep operating by recovering their investment to continue producing goods or \nservices, thus promoting the growth of the economy; This process feeds the generation of employment, \nsatisfaction of consumer needs and development of products and services of societies. Of the total number of commercial organizations operating in the world, 90% are micro, small and medium-sized enterprises (MSMEs), and in the Peruvian case the importance of this type of companies is even greater since they represent 85% of employment and contribute to 84% of the Gross Domestic Product (GDP); Specifically, micro and small enterprises represent 95.8% of the country's companies. However, despite their importance, only 10% of these companies manage to pass the 10-month operating period, due to their low level of competitiveness. There are several factors that affect this performance, however, it has been identified that 90% of companies consider that in order to operate properly they must develop marketing and sales processes supported by digital businesses. To overcome these deficiencies, it has been established as the main objective in the following research to implement an agile and efficient model based on customer segmentation and adaptive sales generation using Digital Transformation with the aim of improving sales, reducing customer service times, improving customer acquisition and customer development, through efficient management processes.
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- Type
- article
- Language
- en
- Landing Page
- https://doi.org/10.18687/laccei2023.1.1.320
- https://laccei.org/LACCEI2023-BuenosAires/papers/Contribution_320_a.pdf
- OA Status
- gold
- References
- 18
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- OpenAlex ID
- https://openalex.org/W4385864352
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https://openalex.org/W4385864352Canonical identifier for this work in OpenAlex
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- Title
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Model to increase the profitability of micro and small businesses through the digital transformation of contact channels using Sales Funnels and Adaptive Sales in the post-Covid-19 era.Work title
- Type
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articleOpenAlex work type
- Language
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enPrimary language
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2023Year of publication
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2023-01-01Full publication date if available
- Authors
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José Rojas, Andrea Del Rocio Arroyo Elescano, Jon ArambarriList of authors in order
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https://doi.org/10.18687/laccei2023.1.1.320Publisher landing page
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https://laccei.org/LACCEI2023-BuenosAires/papers/Contribution_320_a.pdfDirect link to full text PDF
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goldOpen access status per OpenAlex
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https://laccei.org/LACCEI2023-BuenosAires/papers/Contribution_320_a.pdfDirect OA link when available
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Profitability index, Business, Coronavirus disease 2019 (COVID-19), Digital transformation, Transformation (genetics), Industrial organization, Marketing, Computer science, Medicine, World Wide Web, Finance, Pathology, Disease, Chemistry, Infectious disease (medical specialty), Biochemistry, GeneTop concepts (fields/topics) attached by OpenAlex
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0Total citation count in OpenAlex
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10Other works algorithmically related by OpenAlex
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| abstract_inverted_index.research | 187 |
| abstract_inverted_index.services | 9, 50 |
| abstract_inverted_index.companies | 83, 122, 153 |
| abstract_inverted_index.country's | 112 |
| abstract_inverted_index.efficient | 193, 223 |
| abstract_inverted_index.exchanged | 11 |
| abstract_inverted_index.following | 186 |
| abstract_inverted_index.implement | 189 |
| abstract_inverted_index.improving | 210, 216 |
| abstract_inverted_index.marketing | 164 |
| abstract_inverted_index.objective | 183 |
| abstract_inverted_index.operating | 18, 60, 128 |
| abstract_inverted_index.processes | 167 |
| abstract_inverted_index.producing | 25 |
| abstract_inverted_index.promoting | 29 |
| abstract_inverted_index.represent | 89, 108 |
| abstract_inverted_index.supported | 168 |
| abstract_inverted_index.Commercial | 0 |
| abstract_inverted_index.activities | 4 |
| abstract_inverted_index.commercial | 58 |
| abstract_inverted_index.companies. | 113 |
| abstract_inverted_index.contribute | 94 |
| abstract_inverted_index.employment | 92 |
| abstract_inverted_index.generation | 39, 202 |
| abstract_inverted_index.identified | 149 |
| abstract_inverted_index.importance | 78 |
| abstract_inverted_index.investment | 22 |
| abstract_inverted_index.management | 224 |
| abstract_inverted_index.processes. | 225 |
| abstract_inverted_index.recovering | 20 |
| abstract_inverted_index.societies. | 52 |
| abstract_inverted_index.acquisition | 218 |
| abstract_inverted_index.businesses. | 171 |
| abstract_inverted_index.development | 46 |
| abstract_inverted_index.enterprises | 1, 70, 107 |
| abstract_inverted_index.established | 179 |
| abstract_inverted_index.importance, | 117 |
| abstract_inverted_index.development, | 221 |
| abstract_inverted_index.medium-sized | 69 |
| abstract_inverted_index.performance, | 144 |
| abstract_inverted_index.segmentation | 198 |
| abstract_inverted_index.Specifically, | 103 |
| abstract_inverted_index.deficiencies, | 175 |
| abstract_inverted_index.organizations | 59 |
| abstract_inverted_index.Transformation | 205 |
| abstract_inverted_index.competitiveness. | 136 |
| abstract_inverted_index.money, \nwhich | 13 |
| abstract_inverted_index.or \nservices, | 27 |
| abstract_inverted_index.employment, \nsatisfaction | 41 |
| cited_by_percentile_year | |
| countries_distinct_count | 0 |
| institutions_distinct_count | 3 |
| citation_normalized_percentile.value | 0.10928493 |
| citation_normalized_percentile.is_in_top_1_percent | False |
| citation_normalized_percentile.is_in_top_10_percent | False |