Procedure for managing exports at vegetable canning companies

Abstract

Internationalization is a strategic imperative for Cuban state-owned enterprises in a competitive global environment. Although La Conchita Vegetable Canning Company obtained its direct export license in July 2024, it faces limitations in maintaining a competitive export capacity. The research addressed the following scientific problem: How to contribute to improving the process of managing La Conchita's internationalization? The general objective was to design a procedure for managing the export of goods and services that would promote the internationalization of vegetable canning companies. Theoretical methods, such as the historical-logical and analysis-synthesis, were employed, along with empirical procedures, including document analysis, surveys of importing clients and employees, and interviews with executives. Methodological triangulation and statistical analysis were also employed. The results of the empirical assessment revealed shortcomings in the organizational structure, limited training in exporting, and delays in commercial processes. The designed procedure helped organize export management into four phases: strategic planning, operational organization, executive implementation, and control with continuous improvement. The practical validation conducted in 2025 yielded favorable results: a reduction in response time to 36 hours, an increase in the NPS score from +19.9 to +35, a rise in the repurchase rate from 20% to 68%, and an improvement in the net margin to 14.5%. It is concluded that commercial autonomy and systematized management promote more efficient and sustainable internationalization.