Modelo de gestión por procesos para la cadena operativa y financiera de una empresa inmobiliaria

Abstract

The real estate sector in the Ambato canton is experiencing sustained growth; however, several companies still manage their operations and finances in a segmented, empirical manner, with limited strategic planning. This research aims to design a process-based management model that integrates the operational and financial chain of a real estate company in the city, in order to increase its efficiency, profitability, and organizational sustainability. The study was conducted using both bibliographic research and field research approaches. A structured interview was conducted with the general manager, and direct observation of internal processes was carried out, allowing for the diagnosis of shortcomings in planning, sales supervision, document standardization, portfolio control, lack of budgeting, and poor coordination between operational and financial areas. These deficiencies generate rework, operational cost overruns, excessive workload, legal risks, and low performance in the sales area. As a proposal, a model was designed based on process management principles, incorporating key performance indicators (KPIs), document control, continuous monitoring of acquisitions, standardization of roles, and the use of process modeling tools for the clear representation of activities. The proposed integration will allow for revenue projections, control of operating expenses, measurement of actual net profit generated, and improved customer satisfaction. The expected results demonstrate that a process-based model not only optimizes operational management but also strengthens financial performance, consolidating a structured, replicable, and data-driven decision-making framework, thus contributing to the competitiveness and sustainability of local real estate companies.