Institute

Continental

CAREER
BANKING ADMINISTRATION

PRODUCTIVE PROJECT

FINANCIERA CONFIANZA SAA

PRESENTED BY:

GONZALES PEÑA, JHON RUBEN

TO OBTAIN THE MODULAR I CERTIFICATION

HUANCAYO – PERU
2019
 ADVISER:

Lic. Miguel Ricardo Barzola Lindo

 A: my father and teachers who transmitted to
us and instilled the value of improvement to
achieve the sustainability of my project.
INDEX

Institute........................................................................................................................................1
Continental..................................................................................................................................1
FINANCIERA CONFIANZA SAA........................................................................................1
GONZALES PEÑA, JHON RUBEN..................................................................................1
INDEX..............................................................................................................................3
INTRODUCTION............................................................................................................6
1.6. Authority under whose guidance and advice the practice was carried out............7
1.7. First Module: Organization and Programming......................................................7
2.1.1. Vision.................................................................................................................9
2.1.2. Mission...............................................................................................................9
2.1.3. Institutional values.............................................................................................9
2.2. Internal evaluation...............................................................................................11
2.3. External evaluation..............................................................................................12
2.3.1. Sector analysis:................................................................................................12
2.3.2. Growth of Financial Confidence......................................................................12
b) Liabilities....................................................................................................................14
2.4.1. Interpretation and analysis...............................................................................15
• Technological resources..........................................................................................15
• Human Resources....................................................................................................15
• Prestige in the sector...............................................................................................15
• Years of experience.................................................................................................15
• Attention quality......................................................................................................16
• Transparency in information...................................................................................16
• Customer satisfaction..............................................................................................16
• Organizational climate............................................................................................16
2.5. Goals....................................................................................................................17
2.5.1. General objective.............................................................................................17
2.5.2. Specific objectives ..........................................................................................17
3.1. Organizational structure......................................................................................18
3.3. Organization and functions manual.....................................................................21
3.4. internal regulations..................................................................................................23
7.1. Recruitment and staff selection...........................................................................24
7.1.1. Job profile analysis..........................................................................................24
Job profile:......................................................................................................................24
7.1.2. Recruitment......................................................................................................26
Requirements:.................................................................................................................26
Competencies:................................................................................................................26
7.1.3. Selection...........................................................................................................26
7.1.4. Motivation........................................................................................................27
7.1.5. Leadership (Management Skills).....................................................................27
7.1.6. Effective communication.................................................................................28
7.2. Communication strategies with the financial client............................................28
5.1. Design of Head of Operations/Cash/Treasury Position.......................................29
5.2. Cashier/Treasury/Shop Operator Position Design...............................................30
6.1. IFI Products and Services and Marketing Strategy.............................................31
6.1.1 Active Operations............................................................................................31
CONCLUSIONS............................................................................................................36
RECOMMENDATIONS...............................................................................................37
BIBLIOGRAPHIC REFERENCES...............................................................................38
 INTRODUCTION

This modular project report is titled active and passive products of Financiera Confianza
and its main objective is to promote, through experiential experience, the sale of financial products
and services of Financiera Confianza in the target market in accordance with its organizational
culture. . Demonstrate the organizational culture of Financiera Confianza, demonstrate the
marketing strategies and techniques used for the sale of Financiera Confianza products and services
and use the use of techniques and tools in customer service management in accordance with the
organizational culture of Financiera Confianza. Trust
The following report is organized as follows: The first chapter considers the general data of
Financiera Confianza. In the second chapter we consider the information of the financial institution
which will see the philosophy of Financiera Confianza and making an internal and external
evaluation of the competitive and objective profile. The third chapter will detail the organization of
Financiera Confianza of which we will take into consideration the organizational culture, process
flowchart, with organization and functions manual. The fourth chapter applies quality to customer
service taking into account the rules of Financiera Confianza. The fifth chapter details points about
the operations or cash area. The sixth chapter explains the marketing strategies of active and passive
products.
Likewise, to conclude, the seventh chapter includes the evaluation of results, success factors
and restrictions, culminating in the improvement plan.
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CHAPTER I
GENERAL DATA

1.1. Name of financial institution

“Financial Confidence”.

1.2. Company name financial institution

Financiera Confianza SAA

1.3. Activities of the financial institution

Granting loans for microenterprises and raising savings.

1.4. Execution of the practices

Start date: January 10, 2015.
End date: March 8, 2015.

1.5. Total accumulated hours

Table 1. Total accumulated hours
Description Hours
Modular product development hours 215
Entrepreneurship Center Workshops 20
Innovation Day 30
Total Pre-Professional Practice Hours 265
Fountain. Continental Institute.
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1.6. Authority under whose guidance and advice the practice was carried out

Lic.: Miguel Ricardo Barzola Lindo

1.7. First Module: Organization and Programming

Table 2. Total accumulated hours.

IESTP
CONTINENTAL
CAREER
BANKING ADMINISTRATION
COMPETENCE
GENERAL Administer and manage the processes of the functional areas
of financial institutions under quality standards,
PROFESSIONAL
demonstrating efficiency and profitability.
TECHNICAL MODULE
Cash administration, product management and financial
COMPETITION UNIT services.
Manage cash, promote banking and financial services
according to the rules and procedures of the institution.

Source: Continental Institute.

Table 3. Total subjects developed during the first cycle.

SEMESTER DIDACTIC UNIT TERMINAL CAPACITY

Express information clearly in oral and written

form, using linguistic norms and rules when
COMMUNICATION
producing texts considering structure, function
and use; valuing the importance of the message
for their comprehensive formation.
Strengthen skills and abilities necessary to
carry out mathematical abstractions and apply
them to solve problems from other disciplines
MATH
and real-life situations, exercising a
Yo thought logical –
mathematical.
Use the computer to organize, manage files,
design presentations, prepare documents and
perform calculations and operations sharing
them
COMPUTING electronically using tools
office automation to present information in
tabular and/or graphic form, with initiative,
creativity and aesthetics, related to your work
environment.
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Describe the functioning of the National

INTRODUCTION TO Financial System and apply tools and
BANKING AND THE instruments linked to active passive operations
FINANCIAL SYSTEM and Banking services in a comprehensive,
agile, efficient and timely manner.
Analyze and manage the processes
administrative and functional areas of
BUSINESS
organizations in business scenarios to
ADMINISTRATION.
responsibly integrate them with their social and
business environment.
Apply the necessary instruments in cash
counting taking into account the Money
WORKSHOP AND BOX Laundering Prevention Standard; Likewise, it
SIMULATION will identify the characteristics of the bills in
MN and ME with the counting technique
efficiently.
Formulate market strategies in different
INTRODUCTION TO
business models in a coherent manner with an
GENERAL MARKETING.
entrepreneurial and ethical spirit
Source: Continental Institute.

Table 4. Total subjects developed during the second cycle.

SEMESTER DIDACTIC UNIT TERMINAL CAPACITY
Explain the different active and passive operations and
OPERATIONS financial services required by users of the financial
FINANCIAL AND BANKING system.
Apply and evaluate the techniques and tools of
QUALITY MANAGEMENT IN customer service quality management to achieve
CUSTOMER SERVICE competitiveness and differentiation in the market.
Perform advanced calculations using various functions
COMPUTER TOOLS FOR and use data access tools to solve statistical and
FINANCE financial problems
COMPREHENSIVE AND Appreciate their potentialities
PROFESSIONAL personal for
DEVELOPMENT Determine and establish continuous improvement
Evaluate the financial market through the use of
II economic and financial evaluation tools to
FINANCE IN THE ECONOMY
optimize the cost effectiveness
according to the
Identify the elements of accounting in business
GENERAL ACCOUNTING processes.

Recognize and apply equations to solve financial

FINANCIAL MATHEMATICS
operations applying different practical methods in order
to use the information for decision making.
Research, write and present research texts in the APA
LEARNING METHODOLOGY AND
format using organization and hierarchization strategies
FOUNDATIONS OF SCIENTIFIC
RESEARCH with technical - reflective criteria assuming a scientific
attitude.
Source: Continental Institute.
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CHAPTER II

INFORMATION FROM THE FINANCIAL INSTITUTION (IFI)

2.1. IFI Philosophy

2.1.1. Vision
We create opportunities for sustainable and inclusive economic and social
development through Productive Finance.

2.1.2. Mission
We promote the sustainable and inclusive economic and social development of the
most disadvantaged people in society through Productive Finance.

2.1.3. Institutional values

1- I respect. It is our ability to behave with respect to the applicable laws and regulations, in
an integral and transparent manner, with the prudence and professionalism that
corresponds to the social impact of our activity and the trust that both our shareholders and
clients have placed in us.
2- Transforming spirit. In our style, honesty, trust and the value of teamwork are
fundamental. This implies:
4- Mutual respect and support. Behave with your colleagues as you expect them to
behave with you.

5- Professional development and promotion. Train your collaborators/employees,

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identify their knowledge needs and encourage their participation in training

actions.
6- Objectivity and rigor in performance evaluation processes, establishing
ambitious and demanding objectives that can be quantifiable and measurable.
7- Fluid communication. Listen to all opinions and keep your team and everyone
who must participate in the process properly informed.
8- Generate in collaborators/employees the necessary motivation to facilitate
professional performance.
9- Attract and manage the potential of talented people.
10- Promote the full integration of both you and your teams into the culture that
surrounds us, promoting those elements that unite all of us who make up
Financiera Confianza.
11- Provide, in accordance with your responsibilities, the appropriate facilities,
means, systems and technology based on the needs and responsibilities of
collaborators/employees.
12- Support a balanced balance between professional and personal life.
13- Provide constant performance feedback to your collaborators/employees and
management.
c) Commitment to the development of people. Provide value to them with our products or
services while we accompany them in their productive activities, helping them to develop
and improve their living conditions, that of their families and communities over time. To
achieve this, it is necessary to establish lasting relationships based on respect, mutual trust
and the contribution of value.
d) Service vocation. Proactively promoting with our behaviors the development of a creative,
flexible business model committed to our mission, making decisions within the scope of
your responsibilities, respecting the applicable standards and procedures and the values
and principles. If it is your responsibility to decide, decide, always seeking the greatest
benefit for Financiera Confianza.
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2.2. Internal evaluation

Table 5. Internal evaluation of Financiera Confianza.

Classification
Description Support
Type
Extensive experience It is part of the BBVA Microfinance Foundation, a
Seniority in the
in the sector that non-profit entity created by the BBVA Group in
sector
exceeds 20 years. 2007.
With presence through 154 offices, thanks to the
No. of 2173 talented trust of more than half a million clients, who come
Collaborators collaborators. from 1,335 of the 1,838 districts that exist
throughout the national territory.
It has the best quality portfolio in the Peruvian
Economic Collection and microfinance system. It grants loans for
activity placement of money. microbusinesses to residents of rural areas and
captures savings from natural and legal persons.
Geographic scope Positioned in all It is an institution positioned in all regions of the
of action regions of Peru.
country, with presence through 154 offices.
Because its participation is that of partners, being its
shareholders: BBVA Microfinance Foundation,
Open Joint Stock as majority partner with 64.6% participation; and, to
Legal form
Company. the IFC (International Financial Corporation) with
13.1%.

Created in 2007, it is
part of the
According to the resolution of the legal framework
Legal framework Microfinance
of operation, Financiera Confianza was able to open
of operation Foundation
its doors to the public on May 29, 1998.
BBVA BBVA
Continental.
Foundation brings
the voice of Latin
American Formalizing new businesses, improving the quality
of life of thousands of farmers, that reality is now
entrepreneurial
possible, thanks to the work that has been done to
Evidence of social women to the UN. - help create companies in the central mountains and
responsibility Niño Costero: in the capital with the
Affected clients trust as a supreme value to improve the quality of
received close to S/3 life of rural populations in the growth of businesses
million. in the micro and small business sector.

Source: Financiera Confianza.

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2.3. External evaluation

2.3.1. Sector analysis:
The financial sector is very competitive since there are many financial entities in which they
raise and place money through strategies such as advertising and sales to build customer
loyalty. In addition, the financial system continued to strengthen its effective assets through
the capitalization of profits by the majority of financial entities, as well as the issuance of
subordinated bonds by banks and by obtaining subordinated loans by non-banking entities. To
this is added the capital contributions in cash affected by the shareholders of financial entities,
especially those entities with high delinquency indicators and low levels of profitability. These
actions allowed the global capital ratio of non-banking entities (financial companies,
municipal savings banks and rural savings banks) to remain stable in the last twelve months.
However, in banking, this indicator was reduced due to greater credit growth.
Financiera Confianza has been satisfying financial needs, in which moderate competition is
observed at the level of Rural and financial Savings Banks, mainly with the Arequipa and
Huancayo savings banks who maintain operations in various departments and are concentrated
in the province of Huancayo.

2.3.2. Growth of Financial Confidence

At the end of 2017, 82% of our clients have savings products, 29% have at least one credit
product (18% also contracted voluntary insurance) and 14% have only credit products (3% of
them with voluntary insurance). Our customers are looking for new products and our efforts
aim to meet these new needs. In 2017 we served 82 thousand new clients.
We recorded a growth in loans of 2.1%, reaching a gross portfolio of PEN 1,566.9 million
(USD 483.5 million). This places us in second place in the ranking of placements in the
Financial Companies (EF) system and in position No. 9 in the Microfinance sector. We
continue aligned with our mission and away from over-indebted markets. Our specialization in
productive loans (Micro and small business) stands out, which obtained a share of 84.9% of
the total placements in line with the defined strategy. Likewise, in 2017, 248,723 MYPE loans
were granted for an amount of PEN Main figures from Financiera Confianza 1,784.5 million
(USD550.6 million), which represent 84.3% of the annual total. The Agricultural portfolio and
Building Confidence achieved growth of 16.2% and 8.6% respectively, gaining greater
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participation and concentrating 18.9% and 12.3% respectively of the total loans, with greater
growth in the Northern and Central territories. The loan portfolio was distributed among
211,635 clients, of which 50.8% correspond to women. In liabilities, the deposit portfolio was
made up of 437,409 depositors, with 493,164 net clients at the end of 2017 (24,262 more
clients compared to 2016).
The maintenance and growth of Financiera Confianza is based on the management of the
reputation of its members. The final goal of our government system is the implementation of
mechanisms that allow a harmonious balance between control and management, and the
satisfaction of the requirements of interest groups.
Currently, at Financiera Confianza we have more than half a million clients, who come
from 1,335 of the 1,838 districts that exist throughout the national territory. For this reason, we
are also the microfinance network with the greatest rural reach throughout the country. Below
is a graph of the Financiera Confianza.

Figure 1. Information on placements and acquisitions of Financiera Confianza. Recovered

from the page of the same financial institution.
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2.3.2. Substitute products and services

a) Assets
Below is a table of the active substitute products of the Financiera
Trust with Caja Arequipa and Caja Huancayo.
Table 6. Substitute active products for Financiera Confianza.
FINANCIAL TRUST AREQUIPA BOX HUANCAYO BOX
Term Deposits Fixed term Fixed deposit
Common Savings Current Saving Current Saving
CTS CTS Accounts CTS Classic
Payment orders Payment orders Payment orders
Own source.

b) Liabilities
Below is a table of the substitute passive products of Financiera Confianza with Caja Arequipa
and Caja Huancayo.

Table 7. Substitute passive products for Financiera la Confianza.

FINANCIAL TRUST AREQUIPA BOX HUANCAYO BOX
Agricultural Credit Agricultural Credit Business
SME Credit Microentrepreneur Credit SME Credit
Building Trust Housing Mortgage Credit My Home
Personal credit Credit People Consumption
Own source.
2.4. Competitive profile matrix of Financiera Confianza
Table 8. Financiera Confianza competitive profile matrix.
FINANCIAL
AREQUIPA HUANCAYO
WITH
BOX BOX
CONFIDENCE
WEIG
KEY FACTORS
HT
QUALI PRO QUALI PRO QUALI PRO
FICATI HALF FICATI HALF FICATI HALF
ON ON ON
Technological resources 0.15 4 0.6 4 0.6 4 0.6
Human Resources 0.06 2 0.12 2 0.12 3 0.18
Prestige in the sector 0.13 4 0.52 4 0.52 4 0.52
Years of experience 0.10 3 0.3 3 0.3 4 0.4
Attention quality 0.18 3 0.54 3 0.54 3 0.54
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Transparency in information
0.10 3 0.3 3 0.3 3 0.3
Customer satisfaction 0.20 3 0.6 3 0.6 3 0.6
Organizational climate 0.08 2 0.16 3 0.24 4 0.32
TOTAL 1 3.14 3.22 3.46
Own source.

2.4.1. Interpretation and analysis

Caja Huancayo is one of the most competitive entities in the financial market, which differs
from Financiera Confianza due to the following factors:

• Technological resources
Financial Confidence in technological resources with its competition are in the same range on
average of 4, the competition also uses the same technology.

• Human Resources
Caja Huancayo: It has a rating of 3, because it has highly trained personnel.
Financiera Confianza: It has a rating of 2, because it does not apply an adequate strategy for
the optimal development of personnel.

• Prestige in the sector

Financiera Confianza and its competition have a rating of 4, thanks to the Productive Finance
methodology, at Financiera Confianza a real impact was achieved on clients, who experienced
an improvement in the quality of life of their families during the years that we accompanied
them. . In this way, and due to the responsibility in the granting of financial products,
Financiera Confianza, Caja Arequipa and Caja Huancayo have the portfolio with the best
quality in the Peruvian microfinance system.

• Years of experience
Caja Huancayo has a rating of 4, because it has been offering its financial products and
services for more than 50 years.
Financiera Confianza has a rating of 3, because it has only been in the financial market for 22
years.
Caja Arequipa has a rating of 3, because it has only been in the financial market for 33 years.
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• Attention quality
Financiera Confianza has a rating of 3, as do its competencies because they have responsible
financial inclusion with their clients and users.

• Transparency in information
Financiera Confianza has a rating of 3, as do its competencies because information on costs
(interest rates, commissions and expenses) is available in our offices and websites or on our
customer service platforms.

• Customer satisfaction
Financiera Confianza has a rating of 3, as do its competencies because it has a good
development approach and commitment to its clients in the development of the country.

• Organizational climate
Caja Huancayo has a rating of 4, because the work environment is pleasant for the
collaborator, the interrelation is familiar.
Financiera Confianza has a rating of 2, because the place where people live together lacks
dynamism and teamwork.
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2.5. Goals
2.5.1. General objective
Promote through experiential experience the sale of Financiera Confianza's
financial products and services in the target market in accordance with its
organizational culture.

2.5.2. Specific objectives .

4- Demonstrate the organizational culture of Financiera Confianza.

4- Demonstrate the Marketing strategies and techniques used to sell
Financiera Confianza products and services.
4- Use the use of techniques and tools in customer service management in
accordance with the organizational culture of Financiera Confianza.
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CHAPTER III

ORGANIZATION OF THE IFI

3.1. Organizational structure

Below is a figure that simplifies the organizational structure of Financiera Confianza.

Figure 2. Organizational chart of Financiera Confianza, recovered from the page of the same
entity.
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3.2. Flowchart:
Placement processes and IFI recruitment process
a) Placement process

Figure 3. Flowchart of the Financiera Confianza, prepared in the investigation.

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Flowchart of the Savings Account Opening Process

b) Recruitment process

Figure 4. Flowchart of the Financiera Confianza, prepared in the investigation.

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3.3. Organization and functions manual

Platform:
4- Inform customers about the services and benefits offered by Caja Centro
5- Answer queries and attend to customer requirements regarding credits.
consumption.
6- Manage customer complaints regarding operations carried out with the credit and
follow up on the complaints attended to.
7- Sell and activate credit accounts managed by the Customer Service office: accounts
blocked due to refinancing, rescheduling, rescheduling and Protested Value Title
(according to procedure up to one year of blocking).
8- Update customer data in the system (After data verification and according to the
internal procedure)
9- Verify, receive and approve the documentation required for the procedures to be
followed, as well as balance the documentation received on the day to be sent to the
Department in charge
10- Request the documentation required to obtain the different credits
consumption
11- Fill out the application for consumer credit, contract, registration of signatures, etc.
12- Meet the goals of insurance placement, advice and cancellations.
13- Generate cardholders' secret keys
14- Evaluate the documentation requested from the client for extensions or assignments
of credit lines
15- Send the files, records, booklets and/or documentation to the respective areas
16- Make the secret key registry
17- Make a list of applications entered
18- Carry out the accounting of refinancing, rescheduling or rescheduling
19- Consolidate debt purchases.
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Commercial advisor:
Principal function
4- Responsible for managing the promotion, evaluation, granting, monitoring and recovery of
credit operations, products and services to new and recurring clients of the financial
institution where they work.
Secondary Functions
4- Carry out the analysis and participate in the decision to grant credit operations according to
the current regulations of the financial entity, in addition to ensuring compliance with the
resolution of the credit committee.
4- Monitoring and control of credits from the beginning of placement until its cancellation.
4- Provide information to the client and/or user about savings and credit products.
4- Daily field visit of your credit portfolio and potential clients through credit promotion.
4- Compilation of economic, commercial, family, financial and moral solvency information,
both at home and in the business, of recurring and potential clients.
4- Carry out the economic and financial analysis of credit operations to determine the level of
risk, verifying that the amount and repayment conditions bear a reasonable relationship
with the economic-financial situation of the client.
4- Preparation, verification of the credit file that contains all the required information, keeping
it in an orderly, legible and adequately documented manner.
4- Notification to delinquent clients, both to the owner and guarantor, as appropriate.
4- Provide immediate solutions such as rescheduling, refinancing or judicial collection of
overdue loans that have cash flow problems or are unlikely to pay.
4- Maintain optimal delinquency indicators, adequately managing the level of provisions of
the assigned portfolio.
4- Administration of own and inherited client credit portfolio with the objective of generating
profitability.
4- Generation of profitability of your portfolio, by subtracting the Financial Income of
your portfolio minus the provisions generated by it.

Box

4- Receives and delivers checks, cash, bank deposits, control forms (cash deposit form)
and other valuable documents.
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4- Pay salaries, wages, hours and other concepts.

4- Keep control of checks payable, payment receipts and others.
4- Directly records the incoming and outgoing movements of money.
4- Make bank deposits.
4- Periodically prepare a list of income and expenses per cash.
4- Perform cash counts.
4- Provide your superior with daily cash flow collections.
4- Cut cash register receipts, forms and other documents.
4- Check that the amounts of the cash receipts and bank deposits match.
4- Remove tabs from sold forms and retain a copy of the cashier receipt.
4- Perform daily counts of bank deposits, cash, total tabs, etc.
4- Serves people who request information.
4- Keep track of and control cash movements.
4- Compare the amount of the die-cut tape with the total amount of tabs from the sheets
sold, cash and bank deposit.
4- Transcribe and enter information operating a microcomputer.
4- Complies with the standards and procedures regarding comprehensive security,
established by the organization.
4- Keeps equipment and work site in order, reporting any anomaly.
4- Prepare periodic reports on the activities carried out.
4- Perform any other related task that is assigned

3.4. internal regulations

4- In financial trust Savings and Credits of the Huancayo agency. We seek to promote a
culture of ethical behavior in all people who are part of the organization.
4- Therefore, employees are required to comply with the Internal Work Regulations, the
Code of Ethics and legal regulations regarding aspects of security and fraud.
4- Work hours are Monday to Friday from 9:00 a.m. to 5:00 p.m. tu 2:00 p. m and from
4:00 to 7:00 pm and Saturdays from 9:00 a.m. to 2:00 p.m.
4- The schedule for clients is 9:00 am at 2:00 p.m. and from 4:00 p.m. to 6:00 p.m.
4- All collaborators, without exception, will have an entry tolerance of 15 minutes.
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4- All collaborators without exception must show up to work with their respective
uniform and excellent presentation.
4- No employee may smoke inside the facilities. No person, without exception, may
introduce:
4- Alcoholic beverages.
4- Drugs.
4- Firearms or sharp weapons.
4- Staff will not be able to enter the facilities if they are intoxicated or under the
influence of any drug or narcotic, which may lead to their permanent discharge.
5- No collaborator may receive personal visits.
6- No employee may make personal calls except in emergencies.
7- Pets are not accepted inside the facilities.
CHAPTER IV

QUALITY IN CUSTOMER SERVICE

7.1. Recruitment and staff selection

7.1.1. Job profile analysis

General Manager: He is characterized by the good performance he has in the institution,

maintaining order and leadership among each of the collaborators.

Platform: The care provided is extremely effective, with personalized attention which
explains in detail each of the services to be provided.

Cash: They maintain strict control and supervision of the financial movements offered by the
area.

Job profile:

4- Credit Analysts evaluate the solvency of people who apply to obtain a bank loan. In
this sense, they are in charge of collecting and examining each person's financial
information, such as their payment history, income balance and savings.

5- The work performed by these professionals is different from that of Credit Advisors,
who guide and assist clients throughout the entire process. Instead, Analysts explain
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the different types of loans and their conditions to clients; Next, they proceed with the
verification of the financial record of those who apply for a loan or line of credit, in
order to determine whether or not that person qualifies for the corresponding approval.
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7.1.2. Recruitment

Carry out the recruitment and selection of personnel to cover the personnel requirements for
massive, commercial, administrative and leadership positions within the established deadlines
and assigned positions.

Know and apply the policies, standards and procedures established in the Manual for the
Prevention of Money Laundering and the Financing of Terrorism of Financiera Confidencia.

Requirements:

4- University degree or Bachelor's degree in Psychology.

5- Minimum work experience of 2 years managing selection processes, at different levels
(mass, middle management and management).
6- Solid knowledge in competency assessment
7- Broad management of recruitment sources.
8- Knowledge and experience in Head Hosting.
9- Knowledge in interpretation of psychological tests.
10- Residing in the city of Huancayo (Essential Requirement).
11- Availability to travel around the area.

Competencies:

12- Orientation to results

13- Customer orientation
14- Dynamism
15- Empathy
16- Teamwork

7.1.3. Selection

At this point it is important to mention that there is no single way to carry out the selection
process. The way to design and execute the process depends on the needs, priorities,
organizational policies , as well as the resources available for it.

Step 1: Reception of resume

The reception of the applicants' background information will be done by the Resources
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Area.
Human Resources or the agency that presents the vacancy, who will be in charge of
evaluating the information collected, according to the requirements that the position demands
of its occupant and making a preselection.
Step 2: Collected Background Assessment
Selection should be viewed as a real comparison process. The purpose of this stage is to
preselect candidates, establishing a comparison between:
4- The individual records collected, and
5- The information provided by the analysis and description of the position to be
selected.
In this way, when establishing this comparison we will obtain those candidates who meet
the minimum or basic requirements to occupy a certain position, such as: studies, profession,
experience, age and income requirements, among others.
Step 3: Selection interview
During the selection process, the personal interview is the factor that most influences the
final decision regarding whether or not to accept a candidate for employment.
It consists of a formal and in-depth conversation, conducted to evaluate the applicant's
suitability for the position.
The interviewer aims to answer two general questions:

7.1.4. Motivation
4- The main motivation for our collaborators: emotional motivation, in this type of
motivation congratulations are used (employee of the month), which is expressed in
front of all the personnel in the area.
5- Financial confidence motivates its collaborators through good commissions with
respect to the goals proposed by the entity, according to the productivity of each
collaborator.
6- Through an excellent work environment that maintains the human resources area and
this helps in work motivation, contributing to the fulfillment of the goal and the
productivity of the entity.
7.1.5. Leadership (Management Skills)
Leadership techniques are vital today for a good boss to know how to get the most out of
his team. In this case, each manager of each branch always maintains composure and trust
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with each of his workers, speaking to them and guiding them how the work should be. The
value that most characterizes us is respect for each of our clients and speed when serving, this
is emphasized to each of our workers.

7.1.6. Effective communication

Leadership techniques are vital today for a good boss to know how to get the most out of
his team. In this case, each manager of each branch always maintains composure and trust
with each of his workers, speaking to them and guiding them how the work should be. The
value that most characterizes us is respect for each of our clients and speed when serving, this
is emphasized to each of our workers.

7.2. Communication strategies with the financial client.

Table 8
Position Communication strategy

Greet customers with a phrase of “good

morning, how can we serve you today?”

Box Presents mastery of financial operations

and calls clients by their respective
names.

Development of marketing campaigns by

keyword concepts, shows good dialogue
management and increases productivityand
precision in the
transactions.
Platform the client's
Eye contact
Fluid communication Respective
greeting Active listening

Good state of cheer up

Commercial advisor and
predisposition.
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Look directly at the client.

Anticipate the client and say the first
words and listen to the client

Source: Staff.

CHAPTER V

OPERATIONS OR CASH AREA

5.1. Design of Head of Operations/Cash/Treasury Position

Chief of Operations: is the executive responsible for controlling the daily activities of the
corporation and managing financial operations. He also helps our collaborators to maintain
good service to customers.
Cash: Is responsible for defrauding, delivering and safekeeping cash, checks, money
orders and other valuable documents, in order to achieve the collection of income for the
institution and the cancellation of payments that correspond through cash, according to the
item. of each company.

Treasury: the treasury in our financial institutions will be in charge of receiving money
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from clients in our bank. The treasury will support everything that will be the cash flow.
We also maintain order among our collaborators

a) Competitive profile:
4- Graduated university professional or with a bachelor's degree with knowledge:
Administration, sureties, accounting or other purposes.
5- 2 years of experience in the financial sector, advanced level knowledge of
Microsoft Office.
6- Knowledge of client portfolio management.
7- Knowledge of using Internet tools at an intermediate level.

b) Competencies:
4- Competencies in soft skills.
5- Customer orientation.
6- Continuous improvement.
7- Teamwork.
8- Analysis capacity.
9- Market management.
10- Empathy.
11- Effective communication.

5.2. Cashier/Treasury/Shop Operator Position Design

Cashier Operator: Cashier operators are in charge of receiving and leaving money from each
of the branches nationwide on behalf of our clients.
Treasury: Treasury is in charge of managing collections, making payments to suppliers,
controlling compliance with banking conditions, payroll payments, risk management and
coverage.

Window: This is in charge of receiving money. In addition to that, they will be in charge
of receiving and addressing complaints or claims that each of our clients may have, providing
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them with quick and effective attention.

a) Competitive profile:
4- Graduated university professional or with a bachelor's degree with knowledge:
Administration, sureties, accounting or other purposes.
5- 2 years of experience in the financial sector, advanced level knowledge of
Microsoft Office.
6- Knowledge of client portfolio management.
7- Knowledge of using Internet tools at an intermediate level.

b) Competencies:
4- Competencies in soft skills.
5- Customer orientation.
6- Continuous improvement.
7- Teamwork.
8- Analysis capacity.
9- Market management.
10- Empathy.
11- Effective communication.
CHAPTER VI

MARKETING STRATEGIES AND PRODUCTS - SERVICES

FINANCIAL

6.1. IFI Products and Services and Marketing Strategy.

6.1.1 Active Operations

Table 9 . General objective
Product/Service Definition Strategy
Aimed at field agricultural crops Credit intended for the
Installation and maintenance of agricultural sector in order to
crops solve its liquidity deficiencies
Agricultural Credit permanent Asset acquisition and advice hand in hand with
permanent (facilities the farmer at all times.
estate, machinery,
irrigation systems and others).
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Financing for the purchase of Credit intended for independent

inventories, goods, services, or micro-entrepreneurs in order to
SME Credit others that help improve business provide development support.
activity.

Aimed at dependent and Credit intended to finance

independent individuals and multiple customer needs of
Building Trust microenterprise business owners. consumption
and
business.
intended for financing personal Minimum age of the client 21
Personal credit expenses, travel, studies and years minimum work
others. experience 6 months
Be organized in groups of 8
aimed at entrepreneurial women
to 25 women
Word Woman in commerce, service,
manufacturing, crafts activities. entrepreneurs of a
same community.
We finance the following Minimum experience of 3
activities: ice cream makers, months in the activity and not
Business inclusion
hemolienteros, outpatient fruit have debts in the IFI.
sales and others.
Source: Financiera Confianza.
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6.1.2 Passive Operations

Product/Service Definition Strategy
Fixed-term deposit that allows Allowing a high
you to save safely with a TREA performance in order to
Term Deposits
yield of up to 6% cultivate customers' savings
culture.
Savings account that allows you The strategy is that
to save safely and be able to We have the best rate so that
make transactions for free and your savings grow more,
Common Savings
without commissions nationwide. according to the daily balance
that your account maintains.

Account aimed at individuals The strategy that will be

who receive the CTS expanded is that now you can
CTS
semiannual payment benefit transfer your CTS without
from their employers. many procedures and earn up
to 7.0% funds effectively and
Transfer
A service that is aimed at people systematically to increase
Payment orders
who want to transfer funds to operations.
other entities quickly and safely.
A joint account aimed at women
indistinct to The account is opened with no
Saving Woman Word name of two people from the amount minimum
PDM group. managed for the
word entrepreneurs women.
Managed to the people The savings plan will be
recurring and new customers applied in a 12-month plan
Savings plan
scheduled savings. and there will be no
transactions
Aimed at minors with prior Granted in soles and dollars,
authorization from a parent or minimum amount in soles 10
Minor Savings
guardian in order to instill a and in dollars 50, original
savings culture. copy of the holder.
Source: Financiera Confianza.
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CHAPTER VII

EVALUATION OF RESULTS

7.1. Success factors and constraints

General objective:
Promote through experience in the sales sector of the financial products and services of the financial
company in the target market in accordance with its organizational culture.
SPECIFIC GOAL SUCCESS FACTORS RESTRICTIONS
The information from the most Lack of time availability of
objective and appropriate web workers.
Demonstrate the Staff support and total The difficulty in mastering the
organizational culture of commitment to financial financial simulator.
financial trust Confidence.
Involvement with the Financial Interpretation of financial and tariff
system. products.
The accessibility of materials and The difficulty when expressing
tools yourself in front of the public by
provided by Financiera selling the products
Demonstrate the Marketing Confianza. financial.
strategies and techniques used Training from the marketing area Lack of knowledge of technical
to sell IFI products and of Financiera Confianza. words used in the financial field.
services.
Lack of experience in the work
Culture organizational,
field for the proper application of
service and sales protocols.
marketing strategies.
Exercise of sales in Lack of implementation of sales
establishment of practices techniques to staff.
Use the use of techniques and
(modular Fair).
tools in customer service
Training by the Human Lack of experience in the sector.
management in accordance
Resources Area.
with the organizational culture
The practice of recognizing the Little knowledge of the strategies
of the IFI
types of customers and how to applied by the institution. Financial
deal with them. Trust
Source: Confidence financial website.
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7.2. Improvement Plan Proposal:

OPPORTUNI RESOURCE SCHEDULE S/.

TY OBJECTI ACTIONS YES YOU RESPONSE DEADLI EI
DAD OF VE PLAN A
NEED IOS BLE NES T T Ye T
VO YOU GIVE N F M M J. J. N d
IMPROVEME O O s H
D
NT ER
Implement a
credit Induction
assessment programs for
training commercial area x x x
Increase program personnel Plan
the of
Lack of placements improvement
effective training Implement care in Manager of March-
and protocols to care protocols Huancayo 8000.
and Dec
effective of the the constitution x x x
acquisition customer Through talks 00
staff of the agency. 2015
and after- of
financial trust.
aggressive
sales Implement sales through
service. techniques of different
sales on products channels
x x x
and
services.
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CONCLUSIONS

1. It is concluded that knowledge of the organizational culture of financial confidence was

achieved through the facilitation and assimilation of the philosophy of financial
confidence, the different regulations and specifically, the customer service protocol.
Likewise, the demonstration of the organizational culture of financial trust was
manifested through the participatory practice or simulation of different elements and
contents of the organizational culture of financial trust.

2. Knowledge of the marketing and sales strategies and techniques of products and services
used by Financial Trust was facilitated through facilitating understanding of the
strategies and techniques applied, such as advertising through social networks and
websites. The media and the distribution of information sheets, as well as active sales
through mobile banking. Call center and modular offers in public places the
demonstration of marketing strategies, sales of products and financial services through
the simulation or effective reproduction of all applied techniques and tools.

3. The knowledge of techniques and tools on customer service management that uses
financial trust was achieved thanks to understanding. Such as the cover letter or
personal image and the deployment of soft skills, assertive communication, teamwork,
positive attitude, decision making and acceptance of claims and criticism of tools such
as savings and credit simulators, the risk center. and the posters, diptychs and triptychs
of normal use of financial confidence, demonstrations of the techniques in the field on
management in the various aspects involved in improvement and continuous
improvement.
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RECOMMENDATIONS

1. It is recommended to further demonstrate your organizational culture and

enhance human capital: implement training programs for staff and take
advantage of regional events such as fairs, exhibitions, in this way make yourself
known and generate more clients.

2. At Financiera Confianza you have to continue carrying out your service protocol,
established in the MOF. From the Financial Department, the function of
expanding the marketing mix is to be able to reach and have more sales forces in
the sector and the most important is to promote the development of sales
strategies, strengthening the constant motivation of collaborators because this is
the engine for the growth of Financiera Confianza.

3. In relation to the use of techniques and tools in customer service management, it

must be in accordance with the organizational culture of financial confidence,
constant training is recommended for business advisors, human capital is the
most important asset of financial confidence.
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BIBLIOGRAPHIC REFERENCES

Confidence Financial. (sf). Mission and vision . Recovered from

https://www.confianza.pe/confianza/nuestra-financiera
Confidence Financial. (sf). Passive products and substitute active products.Recovered from
https://www.confianza.pe/
Confidence Financial. (sf). Code of ethics and conduct. Recovered from
file:///C:/Users/ASUS-
ComsLabs/Downloads/Codigo%20de%20Etica%20y%20Conducta%20Fi
nanciera%20Confiaza.pdf
Confidence Financial. (sf). Evidence of social responsibility. Recovered from
https://www.confianza.pe/confianza/noticias
Confidence Financial. (sf). Legal framework of operation.
https://www.bvl.com.pe/eeff/J00177/20110401172302/MEJ001772010AI
A01.PDF
Confidence Financial. (sf). Annual memory. Recovered from
https://www.confianza.pe/negocios/docs/Memoria%20Anual%20Financie
ra%20Confianza%202017.pdf
Confidence Financial. (sf). Institutional values.
https://www.confianza.pe/confianza/nuestra-financiera
Central Reserve Bank of Peru. (2006). Interest rate . Retrieved from
http://www.bcrp.gob.pe/docs/sobre-el-bcrp/folleto/folleto-institutional.pdf
Arequipa Box. (2014) Passive products and substitute active products.Recovered from
https://www.cajaarequipa.pe/
Huancayo Box. (2016). Passive products and substitute active products.Recovered from
https://www.cajahuancayo.com.pe/
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ANNEXE
S

APPENDIX 1
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APPENDIX 2

APPENDIX 3