INSTITUTO POLITÉCNICO NACIONAL a beard... · de cinco años y hoy nos brinda la oportunidad para...
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INSTITUTO POLITÉCNICO NACIONAL ESCUELA SUPERIOR DE COMERCIO Y ADMINISTRACIÓN UNIDAD TEPEPAN SEMINARIO: NEGOCIACIÓN INTEGRAL: ESTRATEGIA COMPETITIVA EN LA COMERCIALIZACIÓN TEMA: BUILD A BEARD WORKSHOP INFORME FINAL QUE PARA OBTENER EL TÍTULO DE: LICENCIADO EN RELACIONES COMERCIALES PRESENTAN: Carrillo Ortega Alma Patricia Guevara Hernández Braulio Ulises Sánchez Espinosa Carlos Alberto Sánchez Salcedo Mariana Torres Ortega Arely Benazir CONDUCTORES DEL SEMINARIO: Lic. Eduardo Ponce García Lic. María Teresa Hernández Pérez Lic. Armando Tovar Espinosa MÉXICO, D.F MAYO 2013
Transcript of INSTITUTO POLITÉCNICO NACIONAL a beard... · de cinco años y hoy nos brinda la oportunidad para...
INSTITUTO POLITÉCNICO NACIONAL
ESCUELA SUPERIOR DE COMERCIO Y ADMINISTRACIÓN
UNIDAD TEPEPAN
SEMINARIO:
NEGOCIACIÓN INTEGRAL: ESTRATEGIA COMPETITIVA EN LA
COMERCIALIZACIÓN
TEMA:
BUILD A BEARD WORKSHOP
INFORME FINAL QUE PARA OBTENER EL TÍTULO DE:
LICENCIADO EN RELACIONES COMERCIALES
PRESENTAN:
Carrillo Ortega Alma Patricia
Guevara Hernández Braulio Ulises
Sánchez Espinosa Carlos Alberto
Sánchez Salcedo Mariana
Torres Ortega Arely Benazir
CONDUCTORES DEL SEMINARIO:
Lic. Eduardo Ponce García
Lic. María Teresa Hernández Pérez
Lic. Armando Tovar Espinosa
MÉXICO, D.F MAYO 2013
II
AGRADECIMIENTOS.
Instituto Politécnico Nacional.
Queremos agradecer a esta gran institución la oportunidad de habernos formado como
profesionistas en la Licenciatura en Relaciones Comerciales, de estar y representar al
Politécnico durante nuestra vida académica y ahora en nuestra vida profesional.
Gracias por brindarnos las mejores oportunidades de estudio, las alternativas para
superarnos día a día con herramientas que hoy en día nos son útiles en nuestra carrera
profesional, además de siempre estar buscando beneficios para nosotros sus
estudiantes.
A todos los dirigentes del Instituto Politécnico Nacional les agradecemos sinceramente
la labor que realizan para que en nuestra Unidad ESCA Tepepan se lleven a cabo todas
las actividades, así como todas las facilidades que nos brindan para esta, la
culminación de nuestra carrera.
Gracias por contribuir con todo su apoyo en este proceso para finalizar nuestra carrera
universitaria; siempre llevaremos el nombre del IPN a lo más alto con orgullo, fervor y
respeto.
GRACIAS.
“La técnica al servicio de la patria”.
III
Escuela Superior de Comercio y Administración Unidad Tepepan.
Primero que nada fuiste testigo de la verdadera amistad y día a día de muchos sucesos
en nuestras vidas que siempre serán recordadas por cada uno de nosotros. Te
agradecemos cada una de tus lecciones académicas y también de la vida.
Gracias a nuestra escuela ESCA Tepepan por habernos abierto las puertas hace más
de cinco años y hoy nos brinda la oportunidad para terminar con éxito la última fase
antes de ser licenciados, por todos los esfuerzos que cada uno de tus trabajadores sea
docente o administrativo realiza para que tu nos brindes la opción de realizar nuestro
seminario de titilación, sabemos que sin ese esfuerzo no sería posible todo esto en
verdad les decimos gracias.
Siempre tenías las herramientas y el personal necesario para llevar acabo nuestros
estudios y alcanzar nuestros sueños que hoy con este trabajo al fin logramos cumplir
ese sueño y eso es gracias a ti.
Finalmente por nuestra parte no nos queda más que decirte, siempre estaremos
agradecidos con la ESCA Tepepan, estará en nuestro recuerdos más memorables,
siempre será nuestro segundo hogar, gracias por todo lo brindado siempre estaremos
orgullos y agradecidos toda la vida.
GRACIAS.
IV
Profesores.
Queremos agradecer a nuestros profesores de Seminario por su gran apoyo,
dedicación y motivación para la culminación de nuestros estudios profesionales; les
agradecemos por formar parte de esta bonita etapa profesional, por confiar en nosotros,
por tener la paciencia adecuada y sobre todo el tiempo que nos brindaron en todo
momento a cada uno de nosotros.
Les agradecemos de todo corazón su comprensión, cariño y especialmente su
conocimiento transmitido, no hay manera ni palabras para agradecer todo lo que
hicieron por nosotros.
Sabemos que hubo momentos buenos y malos pero siempre pudimos superarlo, día a
día tenían una palabra adecuada para el momento indicado, no les importaba si tenían
sus propios problemas siempre estaban ahí para ayudarnos y resolver cualquier duda
que tuviéramos por todo eso nos hacen decir que tenemos a los mejores maestros y
ustedes son unas grandísimas personas.
Siempre estarán en nuestros recuerdos y no olviden que ustedes nos brindaron la
oportunidad de superarnos constantemente con su sabiduría y experiencia.
Gracias profesores porque formaron a estos nuevos Licenciados en Relaciones
Comerciales, por brindarnos todo sus conocimientos, dedicación, motivación, criterio y
aliento ya que ha sido un privilegio contar con su guía y ayuda.
GRACIAS.
V
ÍNDICE.
ÍNDICE DE TABLAS Y CUADROS. ............................................................................ VIII
ÍNDICE DE DIAGRAMAS. ........................................................................................... VIII
ABREVIATURAS Y SIGLAS. ......................................................................................... X
INTRODUCCIÓN. ........................................................................................................... 1
CHAPTER I. THEORETICAL FRAMEWORK. ................................................................ 2
1.1 List of concepts and theories. ............................................................................. 2
CHAPTER II. THE CONTEXT OF TRADING. ............................................................... 65
2.1 Framework of Reference. ..................................................................................... 65
2.1.1 Globalization (relations between Mexico and the country with which marketed).
................................................................................................................................ 65
2.1.1.1 Cultural Environment. .................................................................................. 67
2.1.1.2 Economic Environment. .............................................................................. 68
2.1.1.3 Political environment. .................................................................................. 70
2.1.1.4 Social environment. ..................................................................................... 72
2.1.2 Type of negotiation......................................................................................... 73
2.1.3 Features and elements of the negotiation situation in the country. ................ 73
2.1.4 Ethics in business. ......................................................................................... 73
2.1.5 Method negotiation......................................................................................... 73
2.2 Definition of business. .......................................................................................... 75
2.2.1.1 Current situation of the company in Mexico to export. ................................ 75
2.2.2 Positioning of product or business. ................................................................ 76
2.2.2.1 Lines and product mixtures. ........................................................................ 76
2.2.2.2 Product Life Cycle. ...................................................................................... 77
2.2.2.3 Appearance and industrial design. .............................................................. 77
2.2.2.4 Elements of the package, packaging, packing, labeling and marking. ........ 78
2.2.2.5 Production process and production costs. .................................................. 81
2.2.2.6 Product Portfolio Analysis(BCG and GE). ................................................... 83
2.2.3 Market segmentation. ..................................................................................... 85
2.2.3.1 Current Market. ........................................................................................... 85
2.2.3.2 Target Market. ............................................................................................. 85
VI
2.2.4 Marketing Mix in Mexico. ................................................................................ 86
2.3 International Framework. ..................................................................................... 88
2.3.1 Current status of the product in the country to which you want to export. ...... 88
2.3.1.1 Analysis of competition in the country with which it marketed. .................... 88
2.3.2 Market segmentation. ..................................................................................... 88
2.3.2.1 Potential market. ......................................................................................... 88
2.3.2.2 Market available. ......................................................................................... 89
2.3.2.3 Market penetrated. ...................................................................................... 89
2.3.2.4 New target market. ...................................................................................... 90
2.3.3 Marketing Mix, focused on the legal specifications, socio-cultural, political and
economic of the country it will be marketed. ........................................................... 90
CAPÍTULO III.LA ESTRATEGIA Y LA CADENA DE VALOR. .................................... 92
Information about the organization. ............................................................................ 92
3.1 Identificación de las ventajas competitivas de la organización. ........................... 94
3.2 Estrategias comerciales actuales usadas por la empresa. .................................. 95
3.2.1 Análisis y evaluación de las mismas. ............................................................. 96
3.2.2 Propuesta de mejora a las estrategias actuales usadas por la empresa. ...... 96
3.3 Aplicación de las cinco fuerzas de Michael Porter. .............................................. 99
3.4 Identificación del mercado relevante. ................................................................. 101
3.4.1 Estructura del mercado. ............................................................................... 102
3.5 Propuesta de la Cadena de Valor para lograr la negociación. ........................... 103
CAPÍTULO IV. EL PROCESO DE LA NEGOCIACIÓN. ............................................. 104
4.1 Teorías de la existencia de empresas multinacionales aplicadas a la negociación.
....................................................................................................................... 104
4.1.2 Teoría basada en la internacionalización de competencias. ........................ 104
4.1.3Teorías basadas en efectos estratégicos de la diversificación geográfica. ... 104
4.2 Propuestas estratégicas. ................................................................................... 105
4.2.2 Franquicias. ................................................................................................. 105
4.3 Fases de la negociación para las estrategias propuestas. ................................. 105
4.3.1 Preparación. ................................................................................................. 105
4.3.2 Desarrollo de la relación. ............................................................................. 106
4.3.3 Recopilación de la información. ................................................................... 106
VII
4.3.4 Utilización de la información. ....................................................................... 107
4.3.5 Ofrecimiento. ................................................................................................ 108
4.3.6 Cierre del acuerdo. ....................................................................................... 111
4.3.7 Implementación del acuerdo. ....................................................................... 113
4.3.8 Seguimiento. ................................................................................................ 115
4.4.1 Dónde y cuándo ocurrirá la negociación, quién estará ahí y cuál será la
agenda. ................................................................................................................. 115
RECOMENDACIONES. .............................................................................................. 119
REFERENCIAS BIBLIOGRÁFICAS. .......................................................................... 120
ANEXOS. .................................................................................................................... 122
ANEXO 1: Presentación “Proyecto Build a Beard Workshop”. ................................. 122
ANEXO 2: PROPUESTA DE CONTRATO PARA CONSTITUIR LA EMPRESA EN
ESPAÑA. ................................................................................................................. 125
ANEXO 3: PROPUESTA DEL CONTRATO PARA APERTURAR FRANQUICIA. ... 127
VIII
ÍNDICE DE TABLAS Y CUADROS.
Table 1 Economic Environment (2.2.1.2) ...................................................................... 68
Table 2 Euros annual (2.1.1.2) ...................................................................................... 70
Table 3 Costs of production per store per year (2.2.2.5) ............................................... 81
Tabla 4 Source: Census of Population by the National Institute of Statistics (2.3.2.2) .....
...................................................................................................................................... 89
Tabla 5. Marketing Size (2.3.2.3) .................................................................................. 90
Tabla 6. Marketing Mix (2.3.3) . ..................................................................................... 90
Tabla 7. Fases de la negación para las estrategias propuestas: Preparación (4.3.1) .......
.................................................................................................................................... 106
Tabla 8. Protocolo de negociación (4.4.1) ................................................................... 115
ÍNDICE DE DIAGRAMAS.
Diagrama 1. The BCG Matrix ....................................................................................... 37
Diagrama 2. GE Matrix ................................................................................................. 40
Diagrama 3. Marketing Mix ........................................................................................... 43
Diagrama 4. Model of the 5 porter forces ..................................................................... 47
Diagrama 5 Lines and product mixtures (2.2.2.1) .......................................................... 76
Diagrama 6 Productlifecyrcle (2.2.2.2) .......................................................................... 77
Diagrama 7 Production Process (2.2.2.5) ..................................................................... 81
Diagrama 8 Matriz BCG (2.2.2.6) .................................................................................. 83
Diagrama 9 Matriz General Electric (2.2.2.6) ................................................................ 84
Diagrama 10 General Flowchart ................................................................................... 93
Diagrama 11 Matriz Michael Porter (3.3) ....................................................................... 99
Diagrama 12 Estructura del mercado (3.4.1)............................................................... 102
Diagrama 13 Cadena de valor (3.5) ............................................................................ 103
IX
Diagrama 14 Teorías basadas en efectos estratégicos de la diversificación geográfica
( 4.3.5) ........................................................................................................................ 104
Diagrama 15 Ventas Anuales por país ( 4.3.5) ............................................................ 110
ÍNDICE DE IMÁGENES.
Image 1 Appareance and industrial desing (2.2.2.3) ..................................................... 78
Image 2 Packaging (2.2.2.3) ......................................................................................... 78
Image 3 Packaging (2.2.2.3) ......................................................................................... 78
Image 4 Label 1 (2.2.2.4) .............................................................................................. 79
Image 5 Label 2 (2.2.2.4) .............................................................................................. 79
Image 6 Packaging (2.2.2.4) ......................................................................................... 79
Image 7 Brand typeface (2.2.2.4) .................................................................................. 80
Image 8 Slogan (2.2.2.4) ............................................................................................... 80
Image 9 y 10 Products (2.2.4) ....................................................................................... 86
Image 11 Place (2.2.4) .................................................................................................. 87
Image 12 y 13 Promotion (2.2.4) ................................................................................... 87
Image 14 Plaza Oliva (3.4) .......................................................................................... 101
Image 15 Placa Catalunya (3.4) .................................................................................. 101
X
ABREVIATURAS Y SIGLAS.
AELC: Asociación Europea de Libre Comercio.
ALCA: Área de Libre Comercio de las Américas.
AMF: Asociación Mexicana de Franquicias.
ANEPA: Asociación Nacional de Entidades Preventivas Acreditadas.
BCG: Boston Consulting Group.
CLAD: Centro Latinoamericano de Administración para el Desarrollo.
COF: Council on Foundations.
E.U: Estados Unidos.
EFTA: European Free Trade Association.
EUROSTAT: Statistical Office of the European Communities.
FTA: Free Trade Agreement.
FTAA: Free Trade Area of the Americas.
GATT: General Agreement on Tariffs and Trade.
GDP: Gross Domestic Product.
GE: General Electric.
INE: Instituto Nacional de Estadística.
MERCOSUR: Mercado Común del Sur.
MMD: Milum Million of dollars.
MOD: Metal Organic Deposition.
NAAPE: National Association of Accredited Preventive Entities.
NAFTA: North American Free Trade Agreement.
OECD: Organisation for Economic Co-operation and Development.
OMC: Organización Mundial De Comercio.
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PIB: Producto Interno Bruto.
PNF: Programa Nacional de Franquicias.
SBU: Strategic Business Units.
SRE: Secretaria de Relaciones Exteriores.
TIE: Toy Industries of Europe.
TLC: Tratado de Libre Comercio.
TLCAN: Tratado de libre comercio de América del Norte.
TLCUEM: Tratado de Libre Comercio con la Unión Europea.
UE: Unión Europea.
UEN: Unidad Estrégicas de Negocio.
WTO: World Trade Organization.
INTRODUCCIÓN.
El presente proyecto tiene como objetivo primordial desarrollar una alternativa viable
a la compañía Build a Bear Workshop para establecer una nueva franquicia fuera del
país.
Build a Bear Workshop es una empresa de origen estadounidense la cual cuenta
con franquicias dentro del país además de contar con los derechos registrados para
poder usar la marca y el modelo de negocio en cualquier parte del mundo con la
razón social KOATES X SIEMPRE S.A.
Build a Bear Workshop tiene grandes ventajas competitivas que hacen que la
inversión de establecer la franquicia sea más segura y rentable; la gran variedad de
productos, la innovación y la cercanía entre el cliente y la empresa la hacen muy
atractiva. La franquicia Build a Bear Workshop cuenta con estrategias comprobadas
de éxito con lo cual se mejoran dentro de la propuesta de negocio para hacer más
atractivo el negocio.
En el presente proyecto se analizarán todos los factores del ambiente político legal,
ambiente financiero, ambiente cultural y social con el fin de establecer la viabilidad
para la exportación de la franquicia a Barcelona y a su vez tomar en cuenta los
acuerdo bilaterales entre ambas naciones (México – España) que pueden facilitar la
negociación con el gobierno español y fortalecer la relación entre ambos países.
Tras este análisis se desarrolla una propuesta de proyecto de exportación que se
detalla más adelante en esta obra con el fin exponer las bases y argumentos para
la apertura de la nueva franquicia dentro de la industria española.
Finalmente, se presenta un programa del proceso de negociación con las distintas
instituciones de gobierno en España, con el fin de que la empresa pueda contemplar
dicho proceso de manera más específica contando con los datos y contactos
necesarios para llevar a cabo la negociación.
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CHAPTER I. THEORETICAL FRAMEWORK.
1.1 List of concepts and theories.
Globalization.
Globalization is an economic, technological, social and cultural scale, consisting of
increased communication and interdependence among countries of the world uniting
their markets, societies and cultures, through a series of social, economic and
political that give a global character. Globalization is often identified as a dynamic
process mainly produced by societies living under democratic capitalism and liberal
democracy or that have opened their doors to the information revolution, folding to a
considerable level of liberalization and democratization in the political culture, in its
legal system and national economic and international relations. (Theory based on an
article published by Margaret Rouse in the page http://searchcio.techtarget.com)
Globalization, the growing integration of economies and societies around the world,
has been one of the hottest topics in international economics in recent years.
(http://www.bancomundial.org/temas/globalizacion/)
Cultural environment.
Development or acculturation process = adapt to a different culture than their own.
The manager's task is to detect international and cross-cultural differences to choose
the opportunities and avoid potential problems.
Knowledge is defined as a communicable or as the sum of historical achievements
produced by man's social life. It is learned, shared and transmitted from one
generation to another.
It is multidimensional, as it consists of a number of common elements
interdependent. Can also be defined as the set of learned behaviors or collective
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programming of the mind which distinguishes the human groups and transmitted
from one generation to another by changing gradually and continuously.
In short, culture is everything, material or immaterial (beliefs, values, behaviors and
concrete objects), which identifies a particular group of people, and arise from his
experiences in a certain reality. In other words, culture is how humans develop and
build our lives or the world we inhabit, therefore, culture is the intellectual or artistic.
(http://www.promonegocios.net/mercadotecnia/cultura-concepto.htmlor:Dra. Maria G.
Portugal Flowers)
Political environment.
The political and legal environments are two aspects of the environment that most
affect the implementation and project management. Both political management and
members of the government as to whether or not laws that protect individuals,
organizations or communities can encourage or discourage the realization of different
projects.
This part of the external environment includes the actions of legislators, political
leaders and government. Government actions primarily affect all types of enterprise,
regardless of order. Their successes can promote the execution of bigger and better
projects. Their failures, on the other hand, may discourage entrepreneurs and
investors.
Unstable governments, constant fights between different political factions, and wars
have always away not only to companies but also to individuals. Likewise, changes in
government are moments of great uncertainty in most projects to implement become
paralyzed. (http://www.bancomundial.org/temas)
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Social environment.
The social environment is where a human lives with certain living conditions, working
conditions, income level, education level, or relating to this particular group to which it
belongs.
1 .The social environment of an individual, also called social context or social
environment, is the culture in which the individual was raised and lives, and includes
people and institutions with whom the individual interacts regularly.
2. The interaction can be from person to person or through the media, even
anonymously, and can not imply equal social status. Therefore, the social
environment is a broader concept than social class or social circle. However, people
with the same social environment often not only develop a sense of solidarity, but
also tend to trust and help each other, and congregate in social groups.
(PROTOCOLO COMERCIAL, Martín Jeanette S., 1ra. Edición 2007)
The microenvironment.
The microenvironment is made up of the forces that influence directly and
immediately on the company management and the organization of exchange
relations, in order to meet market needs. To do this, you must know the strengths
and weaknesses of the organization and then analyze the relationships with suppliers
and intermediaries aimed at reaching the target audience satisfaction.
The company.
When designing marketing plans, marketing management should take into account
other departments of the company, these are:
- Senior management.
- Finance: responsible to find and use the funds to develop the marketing plan.
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- R & D Department: deals with designing safe and attractive products.
- Purchasing Department: responsible for getting supplies and materials.
- Manufacturing Department: is responsible for producing the desired quantity and
quality.
- Administration Department: deals with quantifying the revenues and costs to help
marketing to know to what extent is achieving its objectives.
The organization involves individuals working together, cooperating in interdependent
relationships and use a variety of resources acceptably explicit objectives.
It is a combination of human and material resources available based on the
attainment of an end, according to a precise schedule dependencies and
interrelationships between the various elements that constitute it. The organizational
structure identifies the formal scheme of relationships, communication, decision
processes, procedures and systems within a group of individuals, units, material
factors and functions, with a view to achieving the objectives.
The organization finds its outward expression in 3 elements:
1. The organization chart.
2. The job description, indicating the contribution of each to the overall process.
3. The description of the procedures, which determines the method to be followed in
the operational process-internal executive. (MEJOR COMUNICACIÓN, MEJORES
NEGOCIOS, Condrill Jo/ Bough Bennie, 2005)
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Suppliers.
Suppliers provide the resources needed by the company to produce their goods and
services.
The incidences of supply can seriously affect marketing: shortages or delivery
delays, labor strikes and other events can lose sales in the short term and damage
customer satisfaction in the long run. Marketing managers must also monitor trends
in the prices of its direct costs. Costs that are increasing may force price increases
that reduce the volume of sales of the company.
Initiate the environmental micro channel system of the company and its importance is
vital because impact heavily on the company's offer. (MERCADOTECNIA
PROGRAMADA, Salvador Mercado)
Brokers of marketing.
Marketing intermediaries are firms that help the company to promote, sell, and
distribute its goods to final buyers. Link the production of goods and services with the
use or consumption of the recipient thereof and the time of consumption and where it
is consumed. Basically provide service to match supply to demand. We found 4
types:
- Distributors: are distribution channel firms that help the company find customers or
make sales to them. Included within this group wholesalers and retailers who buy
and resell goods.
- Physical distribution companies: help the company to store goods and move them
from their point of origin to destination.
- Marketing services agencies: are market research firms, advertising agencies,
media and consulting company that helps in the selection and promotion of their
products in the right markets.
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- Financial intermediaries: banks, credit companies, insurance companies and other
companies that help finance and / or insure the risks associated with the sale of
goods.
Customers.
There are 6 types of markets according to the characteristics of customers:
- Consumer Markets: individuals and households who buy goods and services for
personal consumption.
- Industrial Markets: organizations that acquire goods and services to produce other,
with the objective of making profits and / or achieving other ends.
- Markets for resale or resellers: organizations that buy goods and services for resale
at a profit.
- Institutional Markets: organizations such as schools, hospitals, prisons and other
institutions that provide goods and services to people who are in charge.
- Government Markets: government agencies that buy goods and services to provide
public services to transfer those goods and services to those in need.
- International markets: foreign buyers, including consumers, producers, resellers
and governments.
Competitors.
To succeed, a company must provide greater customer value and satisfaction than
its competitors. Therefore, besides companies adapt to the needs of consumers,
must also win their offers strategic advantages properly positioning in the minds of
consumers.
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Many organizations consider their competition are exclusively other brands in the
category of product and forget that the consumer, in addition to deciding which brand
to buy, choose meet requirements in certain ways to the detriment of other needs
and ways to meet them.
Stakeholders.
A stakeholder is any group that has an interest or actual or potential influence on the
ability of an organization to achieve its goals. Types:
- Financial Stakeholders: financial institutions - banks, investors, insurance
companies, etc.. - Affect the company's ability to obtain funds.
- Lobbying media: companies must foster relationships with mass media.
- Lobbying government: management should take into account developments at
government level.
- Lobbying citizen action: marketing decisions of the company may be questioned by
consumer organizations, environmental groups, minorities and other pressure
groups.
- Lobbying of the residents in the activity the company provided.
- Lobbying in general.
- Lobbying in the staff of the company include workers, managers, volunteers and the
board itself. Large companies send letters and other communications to inform and
motivate their internal groups. When staff feel identified with your company, expands
this positive attitude toward outgroups.
A company can prepare marketing plans for these interest groups in addition to their
consumer markets.
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The evidence customer interest in nature than the interest of the company, to the
extent that the ultimate goal is the satisfaction of perceived needs, while the middle is
the payment of monetary amounts. In this sense, one can speak of complementary
interests with those of the company, but never similar or identical nature. It is also
necessary to consider other types of "customers" very diverse set called interest
groups, formed, among others, shareholders, media, consumer associations or
companies and financial institutions.
It is very important in all of this the use of variable communication, through public
relations, to address members of the interest groups. (MERCADOTECNIA, Carmen
Castro Corrales)
The macroenvironment.
The forces present in the macro marketing environment are those that are described
below
Demographic environment.
Demography is the study of human populations in terms of size, density, location and
other statistics. The demographic environment is of considerable interest to students
of marketing, because it refers to people, and people make up markets. Collect all
the conditions relating to the population. One of the major drivers of demand is
demographics. It is precisely the group of people between 20 and 54 years and the
"new segment of the elderly" the keys to the next market. In this sense, will be
particularly important customer loyalty over a longer cycle of consumption.
For 20 years the Spanish demographic situation is characterized by a steady decline
in the birth rate.
The most important demographic trends of the major global markets are:
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- Trends in population growth: Population growth trends are important because they
offer marketing specialists an indication of the demand for certain goods and
services. Differences in growth patterns between national markets may also suggest
different international business opportunities for companies.
- Distribution of the population by age.
• Preschool.
• School.
• Adolescents.
• Young adults (25-40 years).
• Adults mean age (40-65 years).
• Mature people (over 65 years).
The most notable demographic change in Europe, the U.S. and the rich countries of
Asia is the changing age structure of the population. In all three groups, national
populations are aging, and the trend is expected to continue over the next years. The
aging of the population reflects two influences. First, there is a long-term decline of
the birth rate, so that there are fewer young people to do down the average age of
the population. Secondly, the "birth dearth", linked to lower family size is due to the
desire of people to improve their personal living standards, the desire of women to
work outside the home, and the wide availability and effectiveness of contraceptive
methods.
- Ethnic Markets: very different markets and consumption (food, clothing, furniture,
etc..).
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- Groups by level of education:
• Illiterate.
• Failed school.
• Bachelors.
• Graduates.
• Doctors.
As they develop the economies of Eastern Europe and Asia, is expected to spend
more money on education. The proportion of the population with education level will
increase and, in general, better. The increase in the number of people who have
studies will increase the demand for quality products, books, magazines and travel.
- Family patterns: the notion of an ideal family - mother, father and two children - has
lost some of its appeal lately. People marry later and have fewer children. The
current trend is towards fewer couples with children. On the other hand, is increasing
the number of working mothers. Companies that sell goods ranging from cars, and
travel insurance to financial services advertising direct their increasingly towards
working women. Following a change in traditional values and roles of husband and
wife, taking charge man over domestic functions such as purchasing or childcare,
companies selling food and household appliances are moving towards this group of
individuals.
There are also changes in areas such as packaging (there is a trend towards
individual containers), or smaller homes more attention to the homosexual segment.
In general, the number of non-families is increasing.
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- Geographical mobility of the population, there is a trend of geographical mobility of
rural areas to urban areas. Birth of a new concept, teleworking.
- Change to micro markets mass market: this influences the demographic. It affects
the marketing plan, and that will have to develop a marketing plan unique to each
micro market.
- Greater diversity: In recent decades, efforts towards European integration have
increased. The U.E. presents enormous challenges for marketers both national and
international. The unification attempts to harmonize the rules and regulations, which
affect business practice throughout the Union.
Many managers believe that the single European market lead to convergence in
consumer tastes. The needs, values, beliefs, habits and lifestyles of consumers differ
from one market to another, like purchasing power and consumption patterns.
Companies would do well to identify national and regional differences and to develop
appropriate marketing strategies that take into account this diversity. In most markets
the companies have found that the axiom "one aspect, a voice, a sale" loses to the
most effective strategy of "personalization". Even Coca-Cola, the greatest exponent
of globalism, set their drinks marketing to different markets.
Currently being widely debated whether the euroconsumidor is myth or reality.
Marketers must return to a basic point of marketing: identifying consumer needs and
respond to them. The convergence lifestyles, habits and tastes may not mean the
convergence of needs. (MARKETING PARA EDITORIALES UNIVERSITARIAS EN
EL SIGLO XXI, Jorge Alfonso Sierra)
Economic environment.
The economic environment consists of factors that affect purchasing power and
spending patterns of consumers.
13
- The distribution of income: marketers must determine the income distribution of the
population. Higher economic classes of society become primary objects for
expensive and luxury goods, the middle income groups care more spending, while
the lower classes can afford only the basic needs of food, clothing and a place
protected from the weather.
- Low income (African countries).
- Revenue fairly low (South America).
- Rents very low and very high (Arab countries).
- Low income, middle and upper (European countries).
- Revenue mostly socks.
- Subsistence economies: are characterized by an agricultural economy devoted to
consumption. The few transactions that are done are to get staples. These markets
offer little.
- Commodity-exporting economies: countries rich in natural resources but poor in
everything else. They can be interesting tools industries, transport, etc.. They have
good markets for luxury goods.
- Industrial economies: export manufactured goods and, therefore, are economies
that offer opportunities for most sectors.
Or natural environment environment.
The natural environment includes the natural resources that companies need as
inputs or are affected by marketing activities of the company. Protecting the natural
environment is and will remain a key global issue facing companies and people.
Companies should be aware of four trends in the natural environment:
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- Shortage of raw materials: raw materials are divided into 3 groups:
- Infinite resources (air, solar energy, etc.).
- Renewable finite resources (forests, etc.).
- Finite non-renewable resources (oil, zinc, silver, etc), This third group may create
opportunities for strong companies in R & D (renewable energy).
- Increased energy costs: Assumes an opportunity for those companies that are able
to develop new energy sources and another way to use that energy. A non-
renewable resource - oil - has created the most serious problem for the future
economic growth.
- Increased levels of contamination: Generate opportunities for companies such as
recycling centers, companies debugging, etc. There is a need to control those levels.
Many companies are responding to public concerns with products that respect the
environment, such as recyclable or biodegradable packaging, with better pollution
control and more efficient operations in terms of energy.
Although it is expected to grow environmental pressures on businesses in the coming
years, companies must try to balance the expectations of the mass of consumers
regarding the benefits, both ecological and performance.
- The changing role of governments: In most countries, the industry has become to
ecology more pressure than by persuasion. Environmental legislation has been
tightened in recent years, and companies can expect it to continue in the near future.
Smart companies should keep alert and active in the search for new green solutions
to global environmental dilemmas and natural resources. Instead of opposing the
regulation, companies must collaborate to develop solutions for material and energy
problems facing the world.
15
On the other hand it should be noted that Spain is one of the least developed
countries in environmental matters. The ecological factor in today's society is the
most experienced significant economic change and the coming decades will be
characterized by the ecological importance acquire. (ADMINISTRACIÓN DE LA
MERCADOTECNI, Michael R. Czinkota,Masaaki Kotabe)
Green Marketing.
In two trends forecasts of this kind of Marketing:
A) The first line consists of one orientation only.
Marketing to the environment without affecting (or minimally) to the rest of the
company. Is an unfair and deceptive environmental marketing, without incorporating
the real basics to its business strategy.
B) The second line can be established progressively, from the first, since it involves a
lot of complexity and effort at all levels of business. It involves the full integration of
the environmental element in the company, will act with a correct environmental
policy, legal and responsible.
However, in the development of environmental policy are two difficulties: firstly, the
initial cost of the improvements derived to achieve the elimination of environmental
damage, and secondly, insufficient supply of engineering, consulting and equipment
dedicated environmental services. (NEGOCIOS INTERNACIONALES, Daniels John
D., 2009)
Technological environment.
New technologies create new markets and opportunities. The company should be
aware of the following technology trends.
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- Fast rate of technological change: go to the pace of technological change is a
growing challenge for businesses today. Are shortening technology life cycles.
Companies should monitor technology trends and determine whether or not such
changes affect the continued ability of its products to meet customer needs.
Emerging technologies in seemingly unrelated industries with it can also affect the
fate of a company. The rapid pace of technological change has an effect on buying
patterns and marketing activities.
- Senior R & D budgets: technology and innovations require heavy investment in
research and development. It involves developing more market-oriented research.
- Focus on small improvements: because of the high cost of developing and
introducing new technologies, many companies simply make small improvements in
their products rather than risk with substantial innovations.
- Increased regulation: As products become more complex, people need to know
they are safe. Therefore, government agencies investigate and ban potentially
dangerous products. Companies need to understand the changing technological
environment and the ways in which new technologies can better meet the needs of
clients and people. They need to work closely with the R & D to encourage research
oriented market.
They must also be aware of the possible negative aspects of any innovation that
might harm users or arouse opposition. (MEJOR COMUNICACIÓN MEJORES
NEGOCIOS, Condrill Jo/Bough Bernnie, 1ra Edición 2005)
Political environment.
The political environment consists of laws, government agencies and pressure
groups that influence and limit various organizations and individuals in a given
society.
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- The legislation governing the company: companies have to worry about knowing all
legislation. The objectives of the legislation are:
- To protect companies from each other, so they pass laws to define and prevent
unfair competition.
- Protect consumers from unfair trade practices.
- Protect the interests of society from unbridled business behavior.
Companies should know the major laws protecting competition, consumers and
society. International companies must also meet the applicable regional, national and
local that affect their international marketing activity.
- Growth of public interest groups: how lobbyists find consumer groups, women,
seniors, minorities, homosexuals, and others. The consequence of this growth makes
the PR department maintains good relations with these groups.
- Increased emphasis on ethics and socially responsible actions: business also
governed by social codes and rules of professional ethics. They actively seek ways
to protect the long term interests of consumers and the environment. The biggest
concern for the environment has created a new interest in the subject of ethics and
social responsibility. Many professional and industrial associations have suggested
codes of ethics, and many companies are currently developing policies and
guidelines to deal with complex issues of social responsibility. (PROTOCOLO
COMERCIAL, Martín Jeanette S., 1ra Edición 2007)
Cultural environment.
The cultural environment is made up of institutions and other forces affecting the
values, perceptions, preferences and behaviors of society. Companies must be
aware of these influences and how they vary between companies within the markets
served by the company.
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The main cultural values of a society are expressed in the vision that the person's
self, others, organizations, society, nature and the universe. The images express
shared value people who are in the same cultural environment.
- The vision of himself (self-image): people use the products, brands and services as
a means of self-expression, and buy products and services that fit the vision of
themselves. In a "me society" people buy their "dream car" and take their
"Dream Vacation". They spend more time in healthy activities (jogging, tennis),
introspection, the arts and the development of personal skill. The leisure sector
(camping, fishing, arts and crafts, sports) is benefiting from the growing number of
people chasing its gratification.
- The vision of others observers have noted a shift from a "me society" to a "we
society", in which there are more people wanting to be with others and help them.
Goods consumption affects social support (health clubs, holidays, games, etc.). It
also affects the consumption of substitutes social relations (television, video games,
personal computers, etc.).
- The vision of organizations: People vary in their attitudes toward corporations,
government agencies, labor unions, universities and other organizations. There is
less loyalty towards organizations, and that is provided and there is less reliance on
them. Organizations must find new ways to gain consumer confidence. The vision of
causes organizations to be greater effort by the marketing to win the trust of
consumers.
- The vision of society: people orientation to their society influences the patterns of
consumption, savings levels and their attitudes toward the market.
- The view of nature: one of the long-term trends has been the increased power over
nature through technology and the belief that nature is generous. It affects our
consumption in sectors such as camping, fishing, etc.., Affecting travel choice
(tendency to choose destinations wild), choosing natural products (cereales). The
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marketers are using advertising picturesque natural backgrounds for the ads of their
products.
Another of these trends are discussed below:
- The family unit.
- Professional Life.
- The technological means.
- Sociological changes.
- In relation to consumer behavior, it attaches great importance to the products that
meet their needs and are in line with your tastes. For this reason, more and more
companies try to personalize and individualize their products.
- Almost half of the world population lives in cities, so it can be said that the urban
lifestyle is practically universal. Global communications networks transmitted
practically all the uses, customs, values and information. (Barnett Pearce W.,
Communication and the Human Condition, Southern Illinois University Press, 1989)
Response marketing environment.
Many companies see marketing environment an element "uncontrollable" which has
to be adapted. Other companies take an environmental management perspective
(perspective direction in which the company conducts aggressive actions to affect
interest groups and forces in their marketing environment, rather than just observe
and react to its changes) . These companies take aggressive actions to affect
interest groups and forces in their marketing environment. Thus, there are two
different answers:
- Reactive: accept the environment and adapt.
20
- Proactive: can act to try to affect the environment. For example, companies publish
"advertorials" to shape public opinion.
The most experienced marketing managers adopt a proactive rather than reactive
approach to the marketing environment.
Negotiation.
Negotiation is a dynamic communication process in which two or more parties
attempt to resolve differences and parochial interests directly through dialogue in
order to achieve a solution or a satisfactory agreement.
There negotiating when we agreed to the conditions of sale of a product, when we try
to resolve a labor dispute, when we partner with someone, but there is also
negotiating when we agree with your partner on what movie to see, when we agree
with our neighbors in the neighborhood decoration, when we go to the store and
asked for a discount, etc.. (EFFECTIVE NEGOTIATION, Flint Pinkas, Harvard
Business Press, "Negotiating with Results").
According to Philip Kotler 2008: It is necessary to lead a healthy and objective
negotiation in order to achieve the following points:
• Establish the price and terms of the sale.
• Close a deal with a client.
• Develop contracts.
• Or just to reach an agreement.
"According to traditional approaches in a negotiation each party to the conflict seeks
to achieve the best result we can either get on your own. In this case what the
company wants and highlights more important is to close a deal with the client
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through a contract to establish a new establishment in the international arena,
thereby achieving expand its presence and positioning. Through the negotiations can
get get business relations in the future, because when you are willing to negotiate
and make concessions are thinking that business relationships do not end in the
negotiation itself but give the opportunity to continue in one fututo, and thus
contribute to business growth ".
Techniques to overcome objections:
1st. - Technical "Why?:
It asks a question completely "open" in order to realize the main reason for the
objection. Furthermore, this technique allows the evaluates its objection objector and
sometimes consider it unfounded and unjustified.
For example, in the hotel reception, a customer who makes the check-in and said
that the room assigned to you does not match the content of your book (it would be
an objection to the product). In that case, the receptionist or front desk manager must
perform a open question or "why?": "... Excuse me Mr. Martinez, why do you think
your room does not match the content of your book? ...". In this case, Mr. Martinez
will show you the voucher or voucher with the content of your reservation so that
contrast with the characteristics of the assigned room and the receptionist or front
desk manager acted upon (explaining the reservation, making sure the error, etc.).
2nd Tactical Transformation:
In other manuals defined as "reformulated" and is to focus the objection through a
question, ie turn the objection into a question. So we create an atmosphere of
courtesy and express an interest in concrete and therefore to resolve.
For example, a customer of a hotel that has wants to hire the service of Spa &
Wellness of a hotel and, by showing the fee seems excessive, consider that the hotel
next door offers a spa service at a better price (objection to the price and service). In
22
this case, the PR will formulate the following question: "... if I have not misunderstood
believe our service spa & wellness is too expensive and that offers fewer services
than the hotel next door, right, Mr. Martinez? ... ". In this case, the public relations
partner will fully detail the content of the services that differentiate it from the
competition and why the price.
3rd. - Objection Technical Support:
It creates an argument aimed at convincing the objector, by the objection. For
example, a customer who has spent several days requesting a room change, and
because we want to please, we offer you an upgrade to a superior room and the
customer complains that why he had not been changed before (objection) to what
constestaríamos "... sorry Mr. Smith, we have not confirmed the change to be sure
that you will feel completely satisfied and when freed us of our superior rooms, we
offer it to you with the intention that you remain entirely satisfied ..." (story and
technical assistance support with boomerang).
4th. - Weakening Technique for Interpretation:
Repetition of the objection to weaken but without underestimating the objector and
the contents of your objection. Sometimes also uses the technique of "exaggerating
the absurd", but that in friendly or intimate relationships.
For example, an objection by the change of towels in a hotel, the customer
complains that they have not changed the towels to have left them on the rack
(objection). The housekeeper should answer as follows "... excuse us, Mr. Martinez,
maid certainly not changed the towel because the sign is in front of the shower
indicates that, if you leave the towel on the rack, you will not change. Our hotel is
very aware in environmental policy and that's why we do everything possible to avoid
environmental impact. Anyway, immediately give the order that will change the
towels ... "(story). If the customer has to ecological awareness is going to taste bad to
have complained. If you do not, then at least we have created a bond of trust by
recognizing our mistake and try to correct it immediately.
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5th. - Deferred Response Technique:
Defer the answer may reveal whether the objection is certainly an excuse or
objection strict sense.
For example, a client that is hosted on the 5th floor of a hotel complains that your
mattress is too hard and does not let you sleep. The clerk gives you another room on
the fifth floor is renovated and overlooking the sea, but the customer is still not
satisfied with the solution. Then the receptionist, he restates the objection "... but if
the problem is that your mattress is too hard and I offer a room with a softer mattress,
is there another reason? ...". In that case, the client answers "... I have vertigo and I
can not stay on the upper floors ...".
As I said above, in the next installment we will refer to the use of other techniques to
"overcome" objections: anticipation, freezing objection conversion question, the "plus
or minus", reply with questions of " ... Yes, but ... "Boomerang Corkscrew, division,
multiplication, the alternative view, the praise and eventually analogy.
(Aurelio Martinez on September 24, 2010)
Types of Negotiators.
According with “the negotiation experts” (http://www.negotiations.com). There are
three basic kinds of negotiators have been identified by researchers involved in The
Harvard Negotiation Project. These types of negotiators are: Soft bargainers, hard
bargainers, and principled bargainers.
Soft.
These people see negotiation as too close to competition, so they choose a gentle
style of bargaining. The offers they make are not in their best interests, they yield to
others’ demands, avoid confrontation, and they maintain good relations with fellow
negotiators. Their perception of others is one of friendship, and their goal is
24
agreement. They do not separate the people from the problem, but are soft on both.
They avoid contests of wills and will insist on agreement, offering solutions and easily
trusting others and changing their opinions.
Hard.
These people used to influence litigation strategies, using phrases like "this is my
final offer" and "take it or leave it". They make threats, suspicious of others, insisting
on its position, and apply pressure to negotiate. They see each other as enemies,
and their ultimate goal is victory. In addition, it will look for a single answer, and insist
that they agree on it. They do not separate people from the problem (as negotiators
soft), but are difficult both the people involved and the problem.
Principled.
Individuals who bargain this way seek integrative solutions, and do so by
sidestepping commitment to specific positions. They focus on the problem rather
than the intentions, motives, and needs of the people involved. They separate the
people from the problem, explore interests, avoid bottom lines, and reach results
based on standards (which are independent of personal will). They base their
choices on objective criteria rather than power, pressure, self interest, or an arbitrary
decisional procedure. These criteria may be drawn from moral standards, principles
of fairness, professional standards, tradition, and so on.
The importance of ethics in business.
Ethics concern an individual's moral judgments about right and wrong. Decisions
taken within an organization may be made by individuals or groups, but whoever
makes them will be influenced by the culture of the company. The decision to behave
ethically is a moral one; employees must decide what they think is the right course of
action. This may involve rejecting the route that would lead to the biggest short-term
profit.
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Ethical behaviour and corporate social responsibility can bring significant benefits to
a business. For example, they may:
Attract customers to the firm's products, thereby boosting sales and profits.
Make employees want to stay with the business, reduce labour turnover and
therefore increase productivity.
Attract More employees wanting to work for the business, reduce recruitment
costs and enable the company to get the most talented employees.
Attract investors and keep the company's share price high, thereby protecting the
business from takeover. (CADBURY SCHWEPPES CORPORATE AND SOCIAL
RESPONSIBILITY, Report 2002)
Method soft rading.
In conflict resolution methods concert, negotiation is the most varied and
unstructured. It has more rules than the minimum guidelines, according to the
customs, imposed by the context in which it develops. Beyond that, there is a
process that subjects must conform, or formalities imposed extreme as the other
methods. So called for the negotiation of a variety of practices through which
individuals in person or by proxy, try to get what they want through the direct
exchange with the other party, whose participation and the need for acceptance.
Despite the absence of guidelines, there has been some recurring patterns in the
negotiations, which encouraged research in order to analyze their weaknesses and
try some kind of systematization which allows more effective negotiation. Studies and
developments in the field of negotiation, reach to raise awareness that it is possible
to improve spontaneously and can not escape that exists in relation to other people.
(http://www.mseg.gba.gov.ar/ForyCap/cedocse/capacitacion%20y%20formacion/cap
acitacion%20formadores/Metodos%20de%20negociacion.pdf).
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Positioning of the product or business.
Product Lines and mixtures.
The product mix, are all products offered for sale a company. The structure of
mixtures of products having dimensions both in breadth and depth. Its amplitude is
measured by the number of product lines offered, its depth for the variety of sizes,
colors and models offered within each product line.
Product Lifecycle.
the product life cycle is a management tool of marketing that allows to know and
track the phase in which there is a certain category or class of product, which is a
prerequisite for the proper lift for marketing purposes "x" product, and also to plan the
strategies to achieve those objectives.
the product life cycle is the set of stages (introduction, growth, maturity and decline)
being experienced by a generic category of products, and whose concepts are used
as a management tool for marketing and track the stage that found a certain category
of products, in order, to identify in advance the risks and opportunities posed by each
stage to a particular brand.
(FUNDAMENTALS OF MARKETING, Sixth Edition, by Philip Kotler and Gary
Armstrong, Prentice Hall, 2003, p 337).
Stages of the Product Life Cycle:
Various experts in marketing agree that there are four steps in the product life cycle:
1) Introduction, 2) growth, 3) Maturity and 4) Decline.
27
Introduction:
This first stage of the product life cycle, it starts when you launch a new product to
market, it may be something innovative (as at the time was the TV, or the
reproductive cell videcasetes) or may have a new feature that results in a new
product category (as in the case of the microwave oven and color TV).
This stage is characterized by the following scenario:
Sales are low.
No competitors, and in the case that there are very few.
Prices tend to be high at this stage, because there is a single supply, or a few.
The promotion and distribution costs are high.
Distribution activities are selective.
Profits are negative or low.
The main objective is to inform promotion.
Customers who purchase the product are the innovators.
According to Stanton, Etzel and Walker, the introduction stage is the most risky and
expensive stage of a product because they have to spend a considerable amount of
money not only in product development but also in seeking the acceptance of the
offer by the consumer. Therefore, it should be noted that many new products fail at
this stage mainly because they are not accepted by a sufficient number of
consumers.
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Growth:
If a product category satisfies the market and survive the introduction stage enters
the second stage of the product life cycle is known as the growth stage, in which
sales begin to increase rapidly.
This stage usually presents the following scenario:
Sales rise quickly.
Many competitors entering the market.
Appear products with new features (extensions product, service or warranty).
The prices gradually decline as an effort by companies to increase sales and market
share.
The promotion aims to persuade to achieve brand preference.
The distribution to be selectively passed intensive.
Profits increase, as unit manufacturing costs fall and promotion costs are spread over
a larger volume.
Customers who purchase the product at this stage are early adopters.
According to Lamb, Hair and McDaniel, in the growth stage sales usually increase at
increasing rates, many competitors enter the market, large companies can begin
acquiring small business pioneers and profits are healthy.
(FUNDAMENTALS OF MARKETING, 13VA. Edition, William Stanton, Etzel and
Walker Michael Bruce, Mc Graw Hill, 2004, p 284.)
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Maturity:
It is in this third stage of the product life cycle, sales growth is reduced and / or
stopped.The distinguishing features of this stage are:
In the first stage, sales are still increasing but at a decreasing rate, until the time
comes when it stops.
Competition is intense, although the number of competitors tends to stabilize first,
and then begins to decrease.
The product lines are extended to attract additional market segments [1]. The service
plays a very important role to attract and retain consumers.
There is intense price competition.
There is a strong promotion (which aims to persuade) that aims to highlight the
differences and benefits of the brand.
Distribution activities are much heavier than in the growth stage.
The profits of producers and intermediaries mainly decay by intense price
competition.
Customers who buy at this stage are the most average.
According to Kotler and Armstrong, this stage usually lasts longer than the previous
stages and presents significant challenges to marketing management. Most of the
products are in the mature stage of its life cycle, so that most of the marketing
management deals with mature products.
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Decline:
In this fourth stage of the product life cycle, demand decreases, therefore, there is a
long-term low sales, which could drop to zero, or fall to its lowest level in which they
can continue for many years.
Characteristics that identify this stage are:
The sales are on the decline.
The competition is going down in intensity because the number of competitors is
decreasing.
Cuts occur in existing product lines through presentations discontinuation.
The prices are stabilized at relatively low levels. However, there may be a small price
increase if there are few competitors (the last to leave).
The promotion is minimized, only to reinforce the brand image or to remember the
existence of the product.
Distribution activities are again selective. Usually, dealers are discontinued
unprofitable.
There is a decline in earnings until they are zero, and even become negative.
Customers who buy at this stage, are the laggards.
(MARKETING, First Edition, by Sandhusen L. Richard, Continental Publishing
Company, 2002, p 389 and 393.)
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According to Stanton, Etzel and Walker, the stage of decline, as measured by sales
volume of the total category, it is inevitable for one of the following reasons: 1) It
creates a better or less expensive to meet the same need. 2) The need of the
product disappears, often by the development of another product. 3) People just get
tired of a product (a style of clothing, for example), so this market vanishes [2].
Therefore, and seeing little chance of achieving revitalized sales or profits, most
competitors leave the market at this stage.
(MARKETING, SIXTH EDITION, by Charles Lamb, Joseph Hair, and Carl McDaniel,
International Thomson Editores SA, 2002, p 333.)
1. Product development begins when the company finds and develops the idea for a
new product. During product development the veins are affected and the costs to the
company invests begin to accumulate.
2. The introduction is a period during which recorded sales sometimes slow growth,
while the product is introduced into the market. At this stage there are no profits, due
to high costs of product introduction.
3. Growth is a period during which records a rapid market acceptance and increasing
profits.
4. Maturity is a period "during which the sales growth has greatly encouraged,
because the product has been accepted by a large portion of potential buyers. Profits
are balanced or decrease, because there are stronger for marketing expenditures,
with order to defend the product against competition.
5. The decline is a period during which reduced sales and lower profits.
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Appearance and industrial design.
The whole aesthetic appearance or functional or decorative elements that serve as a
template for production in industry, manufacturing or crafts, with special features that
add value to the product and generate differentiation and variety in the market.
Most products are in the market have attractive aesthetic forms. At the time of
competing with a product of equal quality and similar price that offer the same
function, plays a very important as the product or design.
The brand is a name, term, sign, symbol or design, or a combination thereof, that
identifies the goods or services of one seller, and unlike the competition, to listen,
observe and talk to feel.
Name brand is the brand that can vocalize, or pronounceable part of the brand,
which is said.
Definitions Packaging, Packaging and Packing:
Packaging:
It is understood the material that contains or stores a product and form an integral
part thereof, serves to protect the goods and to distinguish it from other items. To be
more specific, the container is any container, can, box or wrapper itself to contain any
material or article. Also known as "Primary Packaging".
Packaging:
Is any material that encloses or protecting an article with or without container in order
to preserve and provide delivery to consumers. Also known as "Secondary
Packaging".
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Packing:
Are all materials, procedures and methods that are used to condition, display,
manipulate, store, preserve and transport merchandise. Packing in the shorter
expression box or wrap that protects goods for transport and storage. It is also known
as "Tertiary Packing or Repacking". The stretch film is the quintessential packaging.
Used to transport goods from one place to another without problems.
Some products can be used as a container, packaging or packaging.
For example, a box containing a product packaging. But a box containing smaller
boxes can be a gasket. (FUNDAMENTOS DE MERCADOTECNIA EMPRESARIAL,
Tarziján M. Jorge, 1ra. Edición 2008)
Production process and production costs.
Production process is known as to the way in which a number of inputs are
transformed into outputs through the participation of a particular technology
(combination of labor, machinery) in other words a production process is the set of
operations using technical resources human and transform raw materials into a
product, besides the production process can be performed using traditional or
industrial.
Stages of production process:
Entry.
Transformation of raw.
Final product.
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Production Costs.
Production costs (also called operating costs) are the costs necessary to maintain a
project, process line or a working computer. In a standard company, the difference
between the income (for sales and other sources) and the cost of production
indicates gross profit.
The cost of production has two opposite characteristics, which sometimes are not
well understood in developing countries. The first is that one must spend producing
goods, this means creating a cost. The second feature is that costs should be kept as
low as possible and removed unnecessary. This is not cutting or removal costs
indiscriminately.
1. Fixed Costs.
2. Indirect Costs.
3. Management and administration costs.
4. Cost of sales and distribution.
5. Overall Estimated fixed costs.
6. Indirect Costs.
7. Investment costs.
8. Methods of calculating depreciation costs.
9. Overhead.
10. Overall estimate indirect costs.
35
Variable costs Direct .
1. Raw material.
2. Direct labor (MOD).
3. Supervision.
4. Services.
5. Maintenance.
6. Supplies.
7. Royalties and Patents.
8. Containers.
(Food and Agriculture Organization of the United Nations).
Product Portfolio Analysis (BCG and GE).
BCG Matrix.
Its purpose is to help decide different approaches for business or strategic business
units (SBU), which means that companies and especially in those areas susceptible
to: invest, divest or even abandoned.
Stars
These are businesses that have a high market share in a high growth rate of the
same. Businesses are generating returns but require constant investments are
making a cash flow generally zero or negative.
36
Cash Cows.
These are businesses that have a high market share, but the market has a low
growth rate. Is this state, businesses are generating income, which leads to
significant profitability and low investment.
Question marks.
These businesses have a low market share and the market in turn has a high growth
rate. These are businesses that do not know exactly what will happen to them.
Require continued investment, which is unknown whether they will be profitable or
not.
Dogs.
It combines low market share by the company, with a stagnant market or full decline.
These products are in the last stage of the life cycle generally. In some cases it may
be profitable to participate in this state.
Autonomous divisions (or profit centers) of an organization constitute what has come
to fill a portfolio.
When a company's divisions compete in different industries, it is often necessary to
develop a specific strategy for each business. The matrix of the Boston Consulting
Group (BCG) and internal-external matrix (YE) are designed specifically to support
companies' efforts pluridivisionales when formulating strategies. (LA ESTRATEGIA
SEGÚN TROUT, Trout Jack, Noviembre 2004)
37
Diagrama 1. The BCG Matrix.
The BCG matrix shows graphically the differences between the divisions, in terms of
the relative share of the market that are occupying and the growth rate of the
industry. The BCG matrix allows an organization pluridivisional manage its business
portfolio by analyzing the relative share of the market that is occupying and the
growth rate of the industry in each of the divisions in relation to all other divisions of
the organization. The relative share of the market that is occupying can be defined as
the ratio between the market share corresponding to a division in a particular industry
and the market share that is occupying the largest rival firm in that industry. BCG in a
matrix, the position of the part on the market appear on the x axis. Midpoint x axis is
usually set at 0.50, corresponding to a division that has half the market that belongs
to the leading company in the industry. The y axis represents the growth rate of sales
industry, measured as a percentage. The percentages of the rate of growth of the
shaft and can range from -20 to +20%, where 0.0 is the midpoint. These represent
the numerical scale that is often used for the xy axes, but any organization could
establish numerical values deemed appropriate.
The main benefit of the BCG matrix is that it focuses attention on the actual cash
flow, investment characteristics and needs of the various divisions of the
38
organization. The divisions of many companies evolve over time: the dogs become
questions become stars, stars become cash cows cash cows and become dogs, with
constant rotary motion to the left. It is less common than the stars they become
questions, questions to become dogs, dogs to become cash cows and cows of
money to become stars (with a twisting motion to the right). In some organizations
there appears to be a cyclical movement. Over time, organizations should strive to
achieve a portfolio of divisions that are all stars. (ADMINISTRACIÓN DE
MERCADOTECNIA (2ª ed.) Czinkota, Michael Y Kotabe, Masaaki, 2005).
GE Matrix.
It helps to see what the current status of each of the Group following teaches certain
values.
The graph has two axes: vertical reflecting competitive position and a horizontal
measure of market attractiveness. To calculate the market attractiveness these are
the categories that are considered most important:
Market size.
Annual growth rate of the market.
Integration levels and types.
Human factors.
Prices and technological.
For the competitive position are chosen categories below.
Market share.
Share growth.
39
Product quality.
Brand reputation.
Distribution channels.
Capacity.
Productive efficiency.
Adaptation level.
The aim is to locate the various businesses of the company according to two criteria:
competitive position (strengths and weaknesses) and the level of attractiveness of
the industry (opportunities and threats). There are different variants of the McKinsey
Matrix, and each axis is usually ordered in different ways, but always it is a 9-cell
matrix. For the construction of the matrix, the distinctions are placing business (UEN),
depending on their evaluation. The representation of each business is done by a
circle whose size is proportional to their relative importance in the overall activities of
the company overall in terms, for example, of the turnover. Also, can be represented
by a shaded circle portion of the market share (% sales) that the company holds.
(ADMINISTRACIÓN DE MERCADOTECNIA (2ª ed.) Czinkota, Michael Y Kotabe,
Masaaki, 2005).
Thus, the emerging "strategic position" of each company's business in terms of the
two-dimensional multivariate considered. The location that the end result is going to
determine the strategy to continue the company for every business. Indeed, if we
distinguish three zones in the matrix for each dimension (high / medium / low), we
can identify the nine positions relative deduced strategic options for businesses
located in them.
Quadrant 1. It represents a very strong, highly attractive, making the target business
here located in major business investments.
40
Quadrant 2. Reflect also attractive positions, so that the company can invest in
businesses that occupy these positions, although with a more selective than in
quadrant 1. The objective is to move towards a quadrant 1.
Quadrant 3. Reflect a slightly favorable or advantageous position. The company can
maintain activities located here tried to improve positions by very specific
development strategies.
Quadrant 4. Mean positions of weak or unattractive for the company should consider
a strategy of abandoning the industry in the medium term, short term trying to
"harvest" the results of past investments. (FUNDAMENTOS DE MERCADOTECNIA,
Russow, lloyd c. Y Terpstra, Vern, 2003)
Diagrama 2. GE Matrix.
In an attractive sector there are many opportunities so you might want to invest in it.
If it is a very strong competitive industry but has few opportunities (unattractive),
which do depend on two concepts:
• If the percentage of sales is very small it is advisable to leave.
41
• If the percentage of sales is considerable means that the product is good but not
attractive, so we should make an investment to make us stronger, but not to be more
attractive.
McKinsey Matrix complements and improves the Boston Consulting Group and,
almost thirty years after its invention, remains one of the most used strategic tools in
identifying and assessing the overall activities of a company. (WARS MARTIN, LA
and NAVAS LOPEZ, E. 2007 The Company Strategic Management: Theory and
Applications (4th Edition). Publisher Thomson-Civitas, Navarra).
Market segmentation.
According to Julio Perez-Tome 2005: the market is the physical place where it
interacts supply and demand. Ie including all the sellers and buyers (actual and
potential) of a good or service. It is based on the exchange of products according to
certain rules set in advance.
"The market is one field in which they can develop the company, placing the ideal
consumer in order to maximize their benefits and thus achieve target tato achieve
economic and international positioning"
Current Market.
All are consumers today, is the total supply and demand for an item or group of items
at a given time.
Target Market.
It is defined as the set of consumers who belong to the market available that may be
part of the actual and potential market which are directed market efforts and actions
of the company, in order that they become real consumers of the product.
42
Marketing mix.
Marketing mix is called a variable or tools to accomplish the objectives of the
company. They are marketing strategies or marketing effort and should be included
in the marketing plan. The company uses this strategy when looking to expand its
market.
Product.
In marketing, a product is anything (tangible or intangible) that is offered to a market
for the purchase, use, or consumption and that can satisfy a need or a desire. The
product has a life cycle (duration of this time and its evolution) that changes
according to the response of consumers and competition: introduction, growth,
maturity and decline.
Price.
It is mainly the exchange monetary amount is associated with the
transaction(although it is paid time or effort.)
Place.
Is defined as where to market the product or service that is offered. Consider the
effective management of the distribution channel, in order that the product reaches
the right place at the right time and in the right conditions. Initially, manufacturers
depended and now depends on herself.
Promotion.
Is communicate, informand persuade the customer and other stakeholders about the
company, its products, and offers, for the achievement of organizational objectives.
(MARKETING FUNDAMENTALS Edition, William Satnton, March 2007).
43
Diagram 3. Marketing Mix.
Market segmentation.
Market segmentation is the division internally homogeneous and heterogeneous
groups compared to other groups.
To find the most effective marketing strategy and appropriate for our brand, we must
select a segmentation criterion. In this process, analyze the needs and behavior of
each of the segments and detect marketing opportunities that may offer.
Geographic (country, zone, region, district ...) our brand or product can be perceived
differently or consumed in each geographical unit and are often as important
differences that require us to differentiate a marketing strategy or a communication
campaign in two territories .
44
Demographic (age, sex, marital status, education, occupation, income ...), the market
taking into account all the demographic variables that influence the consumption of
our product or brand.
Psychographic (personality, lifestyle, values, social class ...) is a widely used
approach that analysts give much value, since it shows the reaction of a given profile
to their environment, leading to a greater level of depth, in we came into contact with
the emotional side of the consumer.
Based on the behavior (consumer attitudes regarding the product, profit seeking
consumer product use level ...) this type of segmentation is based on the way the
consumer uses the product and habits associated with their consumption.
Multi-attribute: its aim is to group different criteria or attributes that form a segment. In
this way we create groups that fit the profile we are looking for more precision.
(http://marketingyconsumo.com/segmentacion-de-mercados.html).
Potential market.
The set of consumers who are not in the real market, but sometimes can be part of
the available market. This group does not consume the product because it does not
have the characteristics of the segment, consuming another product because they
buy from the competition, whether or substitute a similar product.
Market available.
It consists of all consumers who have a specific need and has the features needed to
consume a certain product.
The set of goods or services that have the same use (ie they are substitutes) and
that can be obtained under the same conditions of supply and opportunity.
45
It consists of three dimensions:
a) Product Dimension.
b) Geographical dimension.
c) The time dimension.
For the determination of the relevant market should be considered:
• Products or services relevant and substitutes.
• Cost of product distribution.
• User access to other markets or consumers.
• regulatory barriers.
Consumers can substitute one good for another if there is a price increase.
Consumers can replace a good if there is a restriction of supply.
Penetrated market.
According to Kotler, Philip 1992 “The penetrated market is constituted by the set of
consumers who have already tried a particular product, the number of sales is
comprised of all the companies that sell the product”. It can achieve greater market
penetration to 100%, typical cell phones, there are more phones than people in some
countries.
New Target Market.
According to MACCARTHY, J. (2007). "The target market is the group of customers
that will capture, serve and direct the marketing efforts. Need to have a target
46
market, because companies can not attract all buyers market because buyers are too
numerous, widely scattered or are varied in their needs and buying habits.
Companies, most of the time do not have enough capacity to meet the demand. So
instead of trying to compete in a full or compete against superior competitors, each
company must identify and select those target markets that demonstrates the best.
A target market refers to a group of people or organizations to which an organization
directs its marketing program. The target markets are selected depends on the
opportunities. And to analyze their opportunities, a company needs prognostic sales
in your target market.
The marketing target market selection corresponds to the decision to identify the
different groups that make up a market and develop products and marketing mixes to
target markets the target market comprises three stages, market segmentation,
target market selection, positioning the market".
Identification of the competitive advantages of the organization.
A company has a competitive advantage when there is a feature that sets it apart
from competitors, which gives the possibility to achieve higher returns them in a
sustainable manner over time.
The competitive advantage consists of one or more characteristics of the company,
which can manifest in many different ways. A competitive advantage can be derived
both a good image of an additional feature of a product, or simply a prime location for
a lower price than rivals.
This characteristic must be differential, ie must be unique. At the time the competitors
possess longer an advantage. The competitive advantage gives the company a
monopoly position in part, in the sense that it must be the only company that has this
property. Moreover, the characteristic that is the basis of competitive advantage
should be appreciated by consumers or business customers. It is not only to be
different, but to be better in an area where customers play the role of judge. An
47
advantage not perceived or valued by customers is not really an advantage.
(http://elergonomista.com/3ab12.html).
Business strategies.
"Business strategy is a plan consciously determined course of action, a guide to
address a particular situation accordingly the commercial strategy has two essential
features are made before the shares in which were applied and develop a conscious
and purposeful ". (Aníbal Sierrataríos 2005).
Model of the 5 porter forces.
The Porter's view is that there are five forces that determine the consequences of
long-term profitability of a market or some segment of it. The idea is that the
corporation should evaluate your objectives and resources against these five forces
which govern industrial competition.
Diagrama 4. Model of the 5 porter forces.
48
1) Threat of new entrants.
The market or segment are not attractive depending on whether entry barriers are
easy or not to cross by new participants who can come up with new resources and
capabilities to seize market share.
2) Rivalry among competitors.
For a corporation will be more difficult to compete in a market or in one of its
segments where competitors are very well positioned, are very numerous and the
fixed costs are high, it will constantly be faced with price wars, aggressive
advertising, promotions and entry new products.
3) Bargaining power of suppliers.
A market segment or market is not attractive when providers, be well organized, have
strong resources and impose their conditions of price and order size. The situation is
even more complicated if key inputs are supplied to the company, there are no
substitutes or are few and expensive. The situation will be even more critical if the
provider should strategically integrate forward.
4) Bargaining power of buyers.
A market or segment will not be attractive when customers are very well organized,
the product has several or many substitutes, the product is not differentiated or low
cost to the client, allowing substitution with equal or lower cost. A better organization
of large buyers will their demands lower prices, higher quality and service, so that the
corporation will have a decrease in profit margins. The situation becomes more
critical if organizations should strategically integrate buyers again.
5) Threat of substitute products entering.
49
A market or segment is unattractive when there are actual or potential substitutes.
The situation is compounded if the substitutes are more technologically advanced or
may enter lower prices by reducing profit margins of the corporation and industry.
(FUNDAMENTALS OF MARKETING the 8th Edition Philip Kotler and Gray
Armstrong, June 2008).
Identification of Relevant Market.
The size of the market.
It is commonly accepted that, for the purposes of competition analysis, market, and
particularly a relevant market has two dimensions: a dimension of product (service)
and a geographic dimension. In the product market dimension (relevant) consists of a
single product or group of products that supposedly are substitutes. Also, a
geographical market (relevant) is a geographic area where it is produced or sold
such products and where the possibility of substitution between different locations in
this area, for example when the bidders can move their products easily from one
place to place within that area. (THE CONCEPT OF RELEVANT MARKET AND
LACK OF CLARITY IN MEXICAN LAW ON COMPETITION, Adriaan Ten Kate,
2011).
Market structure.
The structures of the constantly changing markets, a market that is highly competitive
sometime can become one without competition or competition average. Today there
can be many companies in a sector and tomorrow very few. (PLAN DE
MERCADOTECNIA 3ª ED. de Cohen, William A. Año de Edición: 2004)
Competition.
In the real world, it is difficult to find market structures to ensure full transparency for
both consumers and competitors. Not always competitive positions are equal and
50
therefore it is necessary to analyze in detail the type of market to be faced in order to
make a clear analysis of the competitive situation present.
The traditional theory of perfect competition model to explain easily the various
economic variables.
Perfect competition has basically when no agent or company is able to influence the
price.
Generally this condition is obtained under the following characteristics:
There are a large number of competitors.
There is perfect information: All competitors know the price of its rivals and buyers
know all the offers of producers.
The company can sell their product, the entire amount that the expectation of the
undertaking becomes.
Obviously, these conditions are very strict and unrealistic, so, economic theory has
developed the theory of Imperfect Competition call.
Imperfect competition.
In an industry sector of industry or market is imperfect competition when one of the
agents has some degree of control over prices.
Note: The truth usually lies somewhere in imperfect competition.
There are three degrees of imperfect competition.
51
Monopoly.
Oligopoly.
Differentiated goods.
(FUNDAMENTALSOFMARKETING the 8th Edition Philip Kotler and Gray Armstrong,
June 2008)
PERFECT COMPETITION: in this type of market goods and services are
homogeneous, there no differences between them, and sellers are powerless to
influence the market price. This price then, is formed from the interaction between
supply and demand.
For perfect competition to exist, it is also necessary that both sellers and consumers
have complete information and free. That is, they have access to knowledge of the
conditions under which the market operates.
"This kind of market is treated as a theoretical, ie ideal type. The ideal market where
the company can compete more likely to succeed having ".
IMPERFECT COMPETITION: This type of competition is closer to reality, and
includes the following:
• MONOPOLY MARKET: monopolistic market one producer, who offers the
exclusivity of a product, good or service. For there to be this kind of market is a
necessary condition that the good or service has no substitute, ie unable to be
replaced, this product is the sole choice of consumer buying.
The producer has control monopoly price, since consumers by not having an option
to replace the well, it must adapt to the amount that is imposed.
• MONOPOLISTIC COMPETITION: This is the market where, having a large number
of bidders, there is a differentiation in the product offered. That is, there is a product
for its particular characteristics, is chosen over others of similar appearance. From
52
this, the competition will not focus on the price of the good, but will be determined by
the quality, advertising, packaging.
• OLIGOPOLY: the term refers to the market consists of a small number of
producers. Consequently, they are the ones involved in price manipulation, imposing
their will on buyers.
In an oligopoly, firms continuously interact with its competitors in order to know the
price assigned to their respective products.
Moreover, the barriers to entry are very high. The most common is the amount of
capital with which it must have to enter.
• MONOPSONY: is the market where demand for a particular product falls to a single
buyer. As a result, it is the latter who set prices and quantities, and producers must
adapt.
"In competition the company has the opportunity to highlight your major attributes
and achieving excel within the other in order to be recognized by your target market
by offering all those alternatives capable of meeting their tastes and needs adapting
to the customs, beliefs and laws country to which you want to venture ".
(HARVARD BUSINESS ESSENTLALS, Editorial Ediciones Deusto 2007).
Value chain.
The value chain is a management tool designed by Michael Porter that enables
internal analysis of a company through its breakdown in its main value-generating
activities.
It is called value chain, considering the main activities of a company like links in a
chain of activities (which form a process basically consists of the design, production,
promotion, sale and distribution of the product), which are added value to the product
as it passes through each of these.
53
This tool divides the value generating activities of a company into two primary
activities or line and support activities or support:
Primary Activities:
They are those activities that are directly related to the production and marketing of
the product:
-Internal Logistics (input): activities related to the receipt, storage and distribution of
inputs required to manufacture the product.
-Operations: activities related to the transformation of inputs into the final product.
-External Logistics (output): activities related to the storage of finished products, and
distributing it to the consumer.
-Marketing and sales: activities related to the event to publicize, promote and sell the
product.
-Services: activities related to the provision of complementary services such as
product installation, repair, maintenance.
Support activities or support.
These are the activities that add value to the product but are not directly related to
the production and marketing of it, but rather serve to support primary activities:
-Infrastructure company that support activities across the enterprise, such as
planning, finance, accounting.
-Human resource management: activities related to recruiting, hiring, training and
development of staff.
54
-Technology development: activities related to research and technology development
needed to support other activities.
-Provisioning: activities related to the procurement process.
Disaggregating a company in these activities allows better internal analysis of this,
allowing mainly identify existing and potential sources of competitive advantage, and
better understand the behavior of costs. And, thus, enhance or exploit these
competitive advantages, and find ways to minimize those costs.
In general, the ultimate objective of the tool is the value chain attempt to generate the
highest possible value in each of the disaggregated activities, and at the same time
seek to minimize the costs in each of these, like, thereby obtaining the highest profit
margin possible. (http://www.crecenegocios.com/cadena-de-valor/).
The value chain allows us to understand the points we need to improve our
processes to give customers not only the quality of the product or services but
provide an added value that allows them to create a bond of loyalty to our company.
It is important to understand what is the value and how consumers perceive it. The
value is the perception of the benefits associated with goods or services in relation to
what buyers are willing to pay for them. The decision to purchase a good or service is
based on an evaluation by the customer of the benefits received in relation to its
price, these judgments of cost-effectiveness are maintained clients satisfaction or
dissatisfaction.
Our ultimate goal is to make customers perceive value of our products but how do we
achieve this?.
Competitive advantage is often a turning point in order to attract customers, but the
companies can not talk about it without having in mind the value chain, this is the
main item to identify sources of value creation for the customer. The value chain
55
concept was proposed as a tool for analysis of business efficiency, considering all
the activities or functions performed within the organization.
A value chain can be viewed as a network of facilities and processes that describe
the flow of goods and services from suppliers through the facilities and processes
that create and deliver them to customers. It all starts with suppliers delivering raw
materials to begin the production process we transform these inputs into a final
product with added value through networks of processes or work activities supported
as manpower, money, etc.., For finally deliver them to customers. Success in this is
really the design and administration of all aspects including the decisions made in the
short and long term. (OPERATIONS MANAGEMENT: GOODS, SERVICES AND
VALUE CHAINS. Collier, David A. Evans, James R. Cengage Learning 2nd Edition.
2009).
Theories of the existence of multinational companies.
Applied to bargain.
"Internalization theory of the multinational company has its roots in the theory of
transaction costs. The latter assumes that when markets are perfectly competitive, no
need any control mechanism, since the threat of being replaced by another company,
eliminates the possibility of developing opportunistic behavior and force companies to
act efficiently (WHITELOCK, Anderson and Gatignon, 1986 Anderson and Coughlan,
1987;, 2002).
When reducing the number of suppliers, then the company is less likely to replace
and, therefore, transaction costs increase, because it is necessary negotiations and
take a rigorous monitoring costs to ensure that the contract is fulfilled in the
conditions had been established (Dwyer 1988). The analysis of the transaction costs
that the company predicts internationalized markets, when asset specificity is high.
Internalization theory focuses on explaining why hierarchies are organized by
transactions intermediate products (tangible or intangible, eg, know-how-) between
56
countries, rather than come determined by market forces. Its basic assumption is that
multinational organizations represent an alternative mechanism for managing market
value activities across national borders, and that for companies to be involved in
foreign direct investment must be two conditions: (a) that there advantages of
locating overseas activities and (b) the organization of these activities within the
undertaking would be more efficient to sell or transfer them to foreign companies in
question (Buckley and Casson, 1976).
The essence of the argument internalization theory is: "the benefits of internalization,
that as it is carried beyond national borders will involve the creation of a multinational
company, arising from cost avoidance associated with the external market
imperfections" (Buckley and Casson, 1979). That is, the existence of these market
imperfections can benefit from being multinational, as there is the possibility that the
firm internalizes the transaction at a lower cost. (THEORETICAL PERSPECTIVES
ON INTERNATIONALIZATION OF FIRMS, Andrea Trujillo María Dávila, August
2006).
Internationalization based theory of powers.
The internationalization of the firm is a phenomenon of particular relevance given the
controversial impact of the activities of multinational companies have both in their
country of origin and destination. The resource-based approach has been widely
used theoretical framework in scientific research to try to explain the why and how of
this important strategic decision. (YOUNG MANAGEMENT Journal of the Ibero-
American Youth Association of Accounting and Business Administration No.. 2 -
October 2008).
Strategic effects theories based on geographic diversification.
The internationalization of the company is a corporate strategy of growth through
international geographic diversification through an evolutionary process and long
term dynamic that gradually affects the different activities of the value chain and the
organizational structure of the company with a commitment and increasing
57
involvement of its resources and capabilities to the international environment and
knowledge-based augmentative.
Luostarinen (1979), "Internationalization is one of the alternatives for expansion of
the company when it takes into account scenarios for deploying outside the national
policy of developing markets".
Another important idea that is relevant to point out is that internationalization is a
gradual outsourcing, in a geographical sense, a part of the activities that make up the
value chain of the company. The Internationalization of Business and Multinational
Companies: Definition, Delimitation Conceptual and Measurement (Luostarinen,
1979).
Franchise.
Franchising is the marketing of goods and services under one brand and operating
system for which they receive benefits and royalties. There are at least easily
identified, two types of civilian figures in a franchising: the franchisor, which grants
the use of brand and conveys its expertise and the franchisee, who pays a monthly
sales percentage in royalties.
Technically signing the contract is called franchising. Allows commercially exploit a
brand, service or product with an image already established within a local network,
national or international. It is a form of complex operating business cooperation, not
enough to have adequate funding to open a franchise, will have to take into account
many concepts, since a mistake can mean the success or failure of the initiative.
From the looks of the collaboration, the franchise has a philosophical dimension that
humanizes the relationship between the different actors in the distribution chain.
(ENTREPRENEUR GUIDE, 2004). (Fundamentals of marketing of the eighth edition,
Philip Kotler and Gray Armstrong, June 2008).
58
Phases of denial.
We can distinguish the six stages which contribute to have a complete view of the
process.
The stages are:
• Touchdown
• Preparation
• Encounter
• Proposal
• Discussion
• Close
The time, dedication and effort are devoted to each of the stages will be different in
every negotiation. The first two stages will take place at home, while the remaining is
held abroad:
The company has to make his first big decision when to enter the trade, as this is the
way you enter it, there are three specific ways:
1. Search directly to customers.
2. Using the services of a broker.
Three. Establish a partnership with a local partner.
59
A fourth alternative is the implementation on the market through a local company and
that the company would develop the business itself.
The ease of identifying profitable companies to negotiate abroad depend on the level
of development. (INTERNATIONAL NEGOTIATION, German Quinones, September
2012).
Negotiation techniques.
• MODEL OF THE 8 STAGES.
This model is rooted in large part in the study and analysis of negotiation between
companies and union representatives belonging to the Industrial Vector. However, it
can also be applied, obviously with the necessary modifications, to other areas such
as commercial or interpersonal. What these authors is to decompose the
development of trading on the eight stages that, in his opinion, crosses the entire
negotiation process, although not necessarily on a rigid order or provide the same
dedication and attention to each.
The eight phases are:
1a) The preparation.
Good preparation is the surest way to reach a successful negotiation. In this first
phase we can distinguish these four aspects:
a) Objectives. Establish goals and explain the order of priority of these, both our own
and those of the contrast, is the central aspect of the phase.
b) b) information. At this stage we should not only look for information about the other
party and contrast we have, but we also have to weigh the information we are willing
to give and when and how. "Experience shows that negotiators are more likely to
hide information to communicate. This concealment long hours can lead to wars.
60
Rarely have full information, and this is what makes unpredictable-and fun-
negotiations.
c) Strategy. What plan of action we will take to achieve the goals set? The strategy
planning is an important part of the preparation. Here we must consider at least two
things to always avoid overly elaborate a strategic plan, and strategy pose an overly
rigid, but being able to react to events arising in the course of negotiation.
d) tasks. When negotiations are group, you must make clear the roles of each
member of the bargaining unit. In fact, experience shows that it is very difficult to talk,
listen, think, write, observe and plan simultaneously. Therefore it is necessary to
distribute the tasks among the members of the negotiating team, who are these three
tasks: management, synthesis and observation. When there are only two people on
the team need to take care synthesizer also the task of observation.
2a) Discussion.
As we know, and obviously, people trade because they have, or think they have, a
conflict of rights or interests. When the parties meet for the first time to negotiate the
issues in dispute, is when they are aware of the existence of the conflict and mutual
distrust when over there.
The discussion period is not an obstacle, but an opportunity. It can provide access to
all kinds of information on the objectives, commitments and intentions of our
opponent through an invaluable source: himself. The discussion allows us to explore
the issues that separate us from our opponent, their attitudes, interests and
inhibitions. He offers us a good opportunity to compare the assumptions on which we
made during the preparation.
3a) signals.
To facilitate an agreement, the parties must mutually approaching movements. But
this poses a serious problem to the negotiator: how to be sure that a movement of a
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part will be accompanied by another movement of the opposing party. In any case, it
is always rewarding molimientos to the agreement of the other party and to
criminalize dissent movements.
The signal is half that negotiators use to indicate their willingness to negotiate on
something. It is also something more: it reveals a disposition to be reciprocated by
the other party. The advantages of this behavior 'are clear. It can be used to cut a
circular argument and useless. A reciprocal signs are a 'safe passage' to the
negotiator, advancing new proposals without fear that this movement is considered
conciliatory surrender.
Hence the need for negotiators are good listeners: when they talk more than listen,
they tend to receive signals from the other party. Now do not forget that sending
signals-not necessarily imply agreement or eliminates the conflict, but only allows the
negotiation, thus creating the fusibility of a deal.
4a) Proposals.
Sooner or later, negotiators have to discuss their proposals because the proposals
are not traded and discussions, though you will have to negotiate certain
fundamental questions before the shape of the table, the chair or the agenda.
Moreover, at this stage the language of the proposal should be exploratory and not
compromising. Proposals should be more specific in the exchange phase, but in
discussing some cautious advances are needed, not a risky deals and unambiguous.
The receipt of a proposal is the other side of your presentation. We suggest two
important rules. First, do not interrupt the exhibition of the proposals. Second, do not
pass an immediate rejection.
It is best to discuss the proposal and its author with some respect. Listen to the
proposal. Asking Questions to clarify the points we do not see clear (can provide
signals) and then ask for time to study or, if we're ready, give you an answer
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immediately ... A 'no' resounding no further explanation is useless, all it does is take
us back to the discussion and even rupture.
In this case we ask for alternatives and try to get them patiently on the other side.
After these first four phases, the following two are the most intense of the negotiation
process: Package installation and exchange. These phases are those that require
more attention and practice, as it is here you make money, rewards and
satisfactions. The above process has been specifically directed to these two steps.
5a) The "package".
The installation package will be leading the field of trade, is the bridge between the
movements of openness and sharing end of the negotiators. More specifically, "the
assembly of the package is referred to here studied activity in response to the
opening moves made in the course of negotiation. Has a definite purpose faiths
facilitate progress towards a possible position parties agree . differs therefore from a
list of initial requests or offers because the purpose of such packages is to present
the objectives of the proposed and revised targets based on the reactions of your
opponent.
Therefore rules are:
1) To direct the packet to the interests and inhibitions of the other party.
2) Think creatively in all possible variables.
3) To evaluate our concessions from the point of view of our opponent, which has
implications for small to us can be of immense value to the other party.
6a) Exchange.
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This is about getting something in return for giving up something else. Here the most
important rule is that any proposal and any concessions are conditional. There
should be no free lunch, but every concession we do should be followed by a
concession from the other party. This got two things: first, that our opponent receives
a clear price signal that we make the concession, and second, we will be educating
for exchange: has to answer all our concessions with other concessions.
7a) The closure.
As already mentioned, negotiation is always the realm of the unstable, insecure and
shaky, indeed it is in this phase that the negotiator faces two types of stress. The first
is the uncertainty intrinsic to any negotiation: do not really know if we managed to get
our opponent every possible concession, so we often delay the decision to accept
what is offered to us in one moment if we can get more. The second tension is what
drives us to reach an agreement before our opponent takes us closer to us. The
longer the negotiation, more time we have to take every possible concession to our
opponent, but it also has more time to do the same.
With us. Therefore, it is not uncommon negotiators unable to put the final point.
"Unable to close the deal, still negotiating, sometimes making concessions combined
seemingly small but impressive turn out to have a cost. If we close a successful
negotiation, we must come to the eighth and final stage of the agreement.
The two most common closing techniques and successful are:
a) The grant closure: this is the most common form of closure in the negotiations.
Phase is killing exchange for offering a concession agreement. The processing steps
and swap package often reveal the areas most suitable to use a grant closure. These
are the four options here are: 1) The grant of an important element of the requests of
our opponent, 2) Giving one of the major obstacles to the negotiation, 3) Yield on a
minor point, and 4) Submit a new concession, not previously required but attractive
for our opponent. A large grant can not close the trade if our opponent supposed to
holding our, get even more. If the grant is small, may be insufficient to encourage
agreement.
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b) The closing summary: Another type of closure, probably the most common after
closing concession, the closing summary. This is the exchange phase end with a
summary of all the agreements reached so far, highlighting the concessions that the
other party has gotten us and underlining the advantage of reaching an agreement
on the outstanding issues. It consists, then, make a list of each party concessions
and benefits of an agreement.
8a) The agreement.
But the purpose of the closure phase is to get an agreement on what is offered, an
agreement satisfactory to both parties. The agreement is the latest phase of the
negotiation. Negotiate to reach an agreement. "The agreement is, however very
dangerous moment.'s Relief it is to reach an agreement, they disappear the tensions
of the previous phases, causing a high level of euphoria. And this euphoria can be a
sleeping pill and make off guard negotiators. When we are keen to reach an
agreement and relieved to have succeeded, we can neglect the minor details of the
agreement.
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CHAPTER II. THE CONTEXT OF TRADING.
2.1 Framework of Reference.
2.1.1 Globalization (relations between Mexico and the country with which marketed).
The trade liberalization process was also accompanied by an active policy of
international negotiations. Mexico joined the GATT in 1986, signed in 1987 with the
United States a framework agreement, immediately preceding the Free Trade
Agreement of North America (TCALN / NAFTA) in 2004 has completed its tenth
anniversary, bargaining agreements with many countries, including the Economic
Partnership, Political Coordination and Cooperation Agreement with the European
Union, which entered into force in 2000.
It also has free trade agreements with several Latin American countries (Central
American countries, Bolivia, Chile, Colombia and Venezuela), with the countries of
the European Free Trade Association (EFTA / EFTA), with Israel, and is the first
country that has signed free trade agreement with Japan. In July 2004 came into
force the first FTA signed by Mexico with a country's
MERCOSUR, Uruguay. Began negotiations for an FTA with Panama and continued
negotiations within the FTAA.
The liberalization of trade supplemented with numerous free trade agreements, has
significantly increased trade flows, making Mexico one of the most dynamic countries
by external sector behavior. In 1990-2003 foreign trade grew at an annual rate of
11.4 per 100. Mexico is currently the eighth country in the world as an importer and
exporter, considering the EU as a single block.
Bilateral trade follows a similar pattern of world trade in Mexico. Mexico is a stable
and important trade partner for Spain. In the last 10 years, exports have improved
and improved overall market share.
However, commercial presence is weak on important issues tariff import volumes in
Mexico. This is the case of machinery, electrical equipment, chemicals and plastics,
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where the market share is well below the total quota, and in which Spain shows a
competitive export supply. In addition to the progressive dismantling of tariffs in
Mexico for the Community grant additional advantages over competitors from third
countries.
Although the trade regime has been liberalized in Mexico can not ignore the
complexity of the legal framework and the use of non-tariff measures for protectionist
purposes. Spain occupies a special place in Mexico's relations with the European
Union, in particular as it may represent a platform for the entry of Mexican products in
the European Union.
Spain is the eighth-largest trading partner globally Mexico (May 11 as a provider and
as a buyer). Trade between Mexico and Spain grew 87% between 2000 and 2009,
from 2.933 to 5.482 md in that period, which represents an average annual growth
rate of 7%.
The most important agreement governing trade relations between Mexico and Spain
is the FTA, which entered into force in July 2000. Among the objectives of this
Agreement are to promote the exchange of goods and services, trade liberalization,
attract inputs and technologies for Mexican companies, promote direct investment
and increase opportunities and strategic alliances.
Also under the Spain-Mexico Business Meeting taken place in 2008 the owners of
the State Society for the Promotion and Attraction of Foreign Investment, SA
(Interest) and ProMéxico, he joined an agreement to strengthen relations between
the two organizations and to promote economic cooperation and development of
trade relations between the Spanish and Mexican companies. The expected duration
of the agreement is two years and renewable at the moment is the fifth year that
remains in force.
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2.1.1.1 Cultural Environment.
Spanish citizens have a consumer profile medium-high high class, demanding,
confident in the quality and safety of food, shown individualistic, autonomous and has
a high opinion of himself as a consumer, each year evolves and progresses in form
purchasing products as consumer appreciates the improvements in products and
services, their physical appearance is concerned almost as much as his health, has
trouble getting on the environment of new technologies, is homely and leaves home
when their most common activity is going shopping or strolling through shopping
centers. (according with http://www.consumo-inc.gob.es/informes/ind_juv.htm).
Social networks have become the third for the Spanish online activity, with 37% of
users with daily access, which may provide an opportunity for the markets. However,
only 28% of users think about brands in social networks, still a long way to go for
companies, since "the marks are still seen as intrusive, except in the case of
electronic commerce".
People when talking to strangers is not in the same way, people speak with respect,
is used only for people unfamiliar with the elderly and older people as leaders or
authorities. It is normal to get to know someone, but leave men and women do not
kiss on each cheek, if the man fired another man performed a hug or a pat on the
back, if they are female to male, or vice versa, or between women greet a kiss on
each cheek and when familiarity between men and women also make greeting.
People in Spain are very attached to their culture with what turns out to be very
friendly and it shows when greeting is done with displays of affection like kissing or
hugging, in turn is one of the most attached to religious beliefs as has a large number
of different cultures, cultural diversification from Catholic, Christian, Muslim, Jewish
those known in the country.
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2.1.1.2 Economic Environment.
Despite the economic crisis, in general, the standard of living in Spain is high, the
population is essential social services and has a vibrant economy and
consolidated.(Acordiing with Digital Life” de TNS).
Year Spain Year Mexico
Population 2011 46.1 2011 113.9
GDP (mmd) 2011 1537 2011 1176
GDP
Percápita
(dollars)
2011 33340 2011 10324
GDP real 2011 0.7 2011 3.5
Exports(mmd) 2012 242.3 2012 320.5
Imports(mmd) 2012 297.3 2012 321.7
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Balance of
trade (mmd)
2012 -54.96 2012 -1.2
Major trading
partners
2012 UE, EUA y
china
2012 UE, EUA y
china
Foreing direct
investment
(mmd)
2012 13 2012 13.5
Unempoyment 2012 12.29 2012 5.6
Table 1. Economic Environment. Based on data from Eurostat, Bank of Spain, the National Statistics
Institute, OECD, WTO. Bank of Mexico and the Ministry of Economy.
According Toy Industries of Europe (TIE) in 2007, the turnover of manufacturers of
toys and stuffed animals in Spain reached about 5,000 million euros, of which over
20% is accounted for turnover of Spanish companies and other foreign companies. In
relation to the geographic location of the toy manufacturers in Valencia and
Catalonia. Considering the added value in terms of turnover, Basque companies fail
to provide up to 35.1%, followed by the companies of the Valencian Community, with
25.5%, while the average for the sector 22.9%. This is because the manufacturers of
these reserve areas within its value chain, those production processes that provide
higher value added, such as the design and development of the toy.
Analyzed industry, presents the characteristics of the toy market in Spain.
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2006 2007 2008 2009 2010 2011 2012
Toys sales value in
million euro
644,19 702 810,92 898.63 650.12 700 710
Table 2. Euros annual sales from 2006-2012 data based on Toy Industries of Europe (TIE).
As the table shows a decline in the market toys (dolls, stuffed animals, cars etc.) With
the crisis in the European Union and especially Spain but from 2011 there was a
slight recovery in sales and in 2012 became the industry to present that favors
growth companies and investors turn.
The first is the concentration of demand, so that the large distribution groups formed
by multinational companies and some relevant Spanish grouped as marketability of
toys in Spain, so the sale is being concentrated in a small number of trade figures,
such as supermarkets and hypermarkets (40%), department stores (10%) and
specialized chains (9%) who sell about 60% of the toys sold. This concentration of
distribution, Second, and relatedly, there is the need to introduce technological
innovations, products and business.
In this market, where the focus is on price-based strategies, toy manufacturers in
Spain are directing their strategies towards the production of higher value added,
which incorporate high levels of quality, safety, design and innovation as
differentiators and competitive against international competition.
2.1.1.3 Political environment.
The process of business creation is subject to a number of legal proceedings,
administrative and fiscal. The fulfillment of these involves direct costs (depending on
the legal form chosen) and spending part of the time that entrepreneurs engaged in
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new enterprises. Upon entry into the market, tax regulations, labor, environmental,
etc., Generate additional obligations on companies in Spain young companies
(founded in 1998) mentions that the administration has little importance as an
obstacle to the creation of a company.
In Spain the approaching time is 47 days to complete the procedures to start a
business. Compared to other OECD countries, in Spain is more than twice the
average. However, these data refer only to the overall effort, mandatory for all types
of businesses, although seems a maze of paperwork, in fact, "these procedures are
not complex, and anyone can handle."The problem is that "are cumbersome and can
take some time." Information can be obtained from business associations,
municipalities, autonomous regions and chambers of commerce. Also many
administrations have adhered to the Single Business (www.vue.es), which
centralizes all procedures regardless of the organism to which they relate.
Despite the initial difficulties, never be tempted to skip the paperwork. Specifically,
operating without licenses, authorizations and registrations required is not advisable.
If the authorities detected, the offender will suffer two consequences: First, the
temporary closure until completion of the steps to get the license. Also, pay a fine.
The number is set by each region, but is rather high, for example, fines for breaking
from security measures until the legal process (Madrid) ranging from 3,000 to 60,000
euros according to the National Association of Accredited Preventive Entities
(ANEPA).
The Committee of the franchise lawyers highlights the different legal advice to be
followed when opening this type of business:
The network must be discharged in the Register of Industry.
Check if the mark is registered in the Spanish Patent and Trademark Office.
Check that features quality controls are adhered to and if arbitration systems or any
code of ethics.
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Require the franchisor the information pack that includes pre identifiable information
and registration, license, description of the industry, the experience, the operating
characteristics, structure and extension of the network in Spain and the essential
elements of franchise agreement.
Contrast the information provided by the franchisor to other franchisees in the chain.
Attend franchise attorneys before taking any decision.
2.1.1.4 Social environment.
In many Spanish cities and towns tend to visit shopping malls during the late
afternoon, where they have bars and shops, only to switch to others or gossip, which
is the word they use to say they're talking about gossip of others or celebrities, very
common among Spanish people.
The Spanish have a habit of talking about everything, and revision of all, because
they feel that they know everything and not frowned upon, what do they discuss the
opinions of others, but to show that someone has strong opinions. The most frequent
topics of conversation are the Spanish football in the words of the famous, the life of
the residents, the lack of money or crisis and disease. It is well seen and the oral and
direct communication, if they make a written suggestion is frowned upon, even
though they enjoy sending and receiving greeting cards.
Hours 9:00 a.m. to 2:00 pm. Take a break to eat and take a nap, to continue working
17:00 to 20:00, during the summer there is a "strong program" 9-3 pm nonstop, all
employees (full or partial) is entitled to a month summer vacation. If by chance any
holiday is on a Tuesday or Thursday, the employee is authorized to make a bridge or
an aqueduct for Mondays and Fridays. The minimum wage for workers: 20,00 euros /
day or € 600,00 / month.
As in most of Europe, is expected then, that the Spanish can deal with these
changes, looking to increase their productivity and to teach them to better combine
work time with family life.
A share language is perhaps one of the greatest advantages of the country and in
Spain is allowed constitutionally other languages spoken in some regions. This
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cosmopolitan character has led him to be a city very different from other European
cities.
2.1.2 Type of negotiation.
The negotiations were held in Spain will be face to face, because we must resort to
government agencies that are in the country, is the legal representative, who shall
manage the negotiation to be held in the country, the company hire a lawyer to take
the Spanish construction company morale and legally incorporated in Spain, this
makes the Spanish know a deeper form of trading and help speed up the legal
procedures in this country.
2.1.3 Features and elements of the negotiation situation in the country.
The country with which the negotiation will be carried to Spain, to export a franchise
in Mexico are required to present in the SE following:
Provide a copy of current COF, will be credited within the PNF, and have decided the
country you wish to enter, have a potential franchise model for expansion in other
countries, does not have an adverse credit history and channel your request through
the program accredited consultants.
2.1.4 Ethics in business.
Build a Bear Workshop is governed by the values of friendship, love, respect, these
are extremely important in the Spanish market as the European Values Survey
applied in Spain.
The idea of any franchise is to preserve your values, ideologies and processes
anywhere in the world, an issue that so far has kept in all countries where it operates.
2.1.5 Method negotiation.
In brief steps explain the methodology or the elements we need to install a franchise
in Spain:
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1. - In-depth study of investment: business plan once Build a Bear to collect
necessary information about the investment, the company must carry out a business
plan, with an assessment of the cost-benefit. The study and planning will be the key
from the start. It is carrying out a comprehensive analysis, invest while, as the ability
to do the work of the company. It will be essential to have detailed information,
contact the company or visit another local station of the same network.
2.-Legal advice: Legal advice is essential to tackle the project. The Committee of the
franchise lawyers highlights the different legal advice to be followed when opening
this type of business:
• The network must be discharged in the Register of Industry.
•Check if the mark is registered in the Spanish Patent and Trademark Office.
• Check that features quality controls are adhered to and if arbitration systems or any
code of ethics.
• Require the franchisor the information pack that includes pre identifiable information
and registration, license, description of the industry, the experience, the operating
characteristics, structure and extension of the network in Spain and the essential
elements of franchise agreement.
• Contrast the information provided by the franchisor to other franchisees in the
chain.
• Attend franchise attorneys before taking any decision.
3.-Close the necessary funding.
Open a franchise involves a significant outlay. The previous business plan indicates
the need for funding. We will have to fix those needs and ways to get the economic
capital shall be surrendered. The flow of credit from financial institutions remained
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closed and very difficult to get funding. While under a consolidated franchise, is more
plausible. The company must Coping initial investment and financial obligations
acquired.
By entering into a business in the form of franchises, we must undertake the payment
of two concepts: entry fee (plus advertising) and the royalty.
1. The first is a non-refundable payment, which often constitutes, together with
royalties, remuneration to the franchisor for the assignment of the brand and
business model. The amount depends on several factors and varies between 6,000
and 25,000 euros.
2. The royalty payment is equivalent to a fixed or variable, and in general, which is
payable monthly in respect of services provided by the center and by the use of the
brand or franchise teaches.
2.2 Definition of business.
Build a Bear Workshop is an American franchise where people create and / or
customize a teddy bear, the idea is that you buy the toys, fills, it gets the sounds and
hearts, bathe and dress him a brand choice birth certificate, create access to see
your pretty teddy bear in a villa on the internet is global.
2.2.1.1 Current situation of the company in Mexico to export.
Build a Bear Mexican Workshop acquired the rights to its implementation in Mexico of
a variable capital corporation called KOATES X ALWAYS PTY LTD in 2009, which
aims to train with respect to the operation of the franchise, opened later the first store
in the mall Santa Fe in April 2010, the year it opened two more branches in federal
districr, after three of three years and have presence in six states, with 11 stores in
total.
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2.2.2 Positioning of product or business.
2.2.2.1 Lines and product mixtures.
Build a Bear has seven product lines that are composed as follows:
BUILD A BEAR
WORKSHOP
Skins
1. BEARS -34 models
2. RABBITS -9 models
3. DOGS AND CATS - 22 models
4. OTHERS -28 models
Clothes
1.INTERIOR - 9 models
2. DRESSES - 45 models
3. T-SHIRTS- 57 models
4. COSTUMES 38 models
5. SKIRTS AND TROURSERS-31 models
6. SETS - 81 models
7. CELEBRATION -3 models
8. SOCKS - 4 models
9. JAKETS - 10 models
10. SMALLFRYS CLOTHES-13 models
11. FOR SLEEP AND BATH-17 models
12. SPORTS- 16 models
Shoes
5 DIFERENT
MODELS
Accesories
1. BAGS - 8 models
2. CELEBRATION- 4models
3. DECORATION - 7models
4. SPORTS - 7 models
5. ELECTRIC - 6 models
6. GLASSES- 7 models
7. TAKE IT WHIT YOU- 8models
8. SLEEP - 14 models
9. FOR HEAD- 17 models
10. BATH - 2 models
11. TRANSPORTS - 1models
12. OTHERS - 7 models
Sounds
8 DIFERENT SOUNDS
Smallfryes
36 DIFERENT MODELS
Minis
6 DIFERENT MODELS
Others
1. GIFTS
2.FORSCHOOL
Diagrama 5. Lines and product mixtures.
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2.2.2.2 Product Life Cycle.
Diagrama 6. Product Life Cycle.
Build a Bear Workshop Currently Mexico is in the growth stage since 2012 has
11stores throughout Mexico, and is considering opening a fourth store in Mexico City
in the mall "Delta Park", option to be assessed by reference to the viability of the
market attractive.
2.2.2.3 Appearance and industrial design.
Build a Bear manages within its four lines of plush fur 34 different types with which
the body is made of plush, are filled with synthetic cotton padding.
Sizes:
- Bears: 50 cm.
-Rabbits: 45 and 50cm.
- Dogs and cats: 40 to 50 cm depending on model.
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- Others: between 40 and 50 cm depending on the model.
Image 1. Appearance and industrial design.
2.2.2.4 Elements of the package, packaging, packing, labeling and marking.
1) PACKAGING: Cardboard box-shaped white house, with blue color images that
resemble a home for the bear.
Image 2 and 3.Packaging.
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2) Lable:
Image 4. Label 1.
Image 5. Label 2.
3) Packaging. Cardboard boxes depending on the product size and plastic by with
into protect product.
Image 6.Packaging.
The products of Build a Bear
Workshop bear a label as above in
yellow and blue, which indicates the
age for which the use is permit ted and
the sizes (in cases of clothes and
shoes) and the product manufacturing
site.
*On the other hand, in the case of
products from brands such as Disney,
Hello Kitty, Star Wars, etc., Also added
the label for the brand.
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4) Brand.
The franchise name is BUILDAWORKSHOPBEARD, name that clearly describes the
concept of the company.
The logogram is the center of an image described as four bears are building a teddy
bear them, reflecting the essence of the BUILD A
WORKSHOP BEARD, where the main goal is that
customers interact directly in the construction as
Teddy tastes and ideas.
As for the logo, Build a Bear Workshop manages a
new typeface and fun in capital letters with a thin
blue outline letters in yellow, red and green high
lighting them. In other text included in the image
sofa red button and a yellow thread spool that
reinforce the concept of the franchise, had with all this
empathy with your market.
BUILD A BEAR WORKSHOP manages a slogan that is included in your logo, using
the same font and reinforcing with the target market in addition to participating in the
creation of a teddy're creating a very special friend.
Image 7. Brand type face.
Image 8. Slogan.
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2.2.2.5 Production process and production costs.
The process of making stuffed animals from Build a Bear is to interact with the
customer, as it is the client who with the help of an advisor to the store to decide
which CHARACTERISTICS have her teddy, and that will be added accessories at
the same creating a unique design, through the following process:
Diagram 7. Production process.
Production Costs.
For the preparation of the stuffed animals in each store performs the following
expenses:
Production Costs.
Raw material. $1,700,000
Salaries. $912,000
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Rent. $2,400,000
Mantenance. $900,000
FixedCosts. $100,000
Total Costs. $6,012,000.00
Table 3. Costs of production per store per year.
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2.2.2.6Product Portfolio Analysis(BCG and GE).
Matrix BCG.
Diagrama 8. Matrix BCG.
20%
15%
10%
5%
0%
1.0 0.9 0.8 0.7 0.6 0.5 0.4 0.3 0.2 0.1 0.9 .08 .07 .06 .05 .04 .03 .02 .01
MA
RK
ET
GR
OW
BUSSINES STRENGTH
Smallfrys
Clothes
Minis
Skins
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Matrix General Electric.
Diagrama 9. Matrix General Electric.
After the analysis of the BCG and GE matrices can conclude:
Within the seven product lines of the company's most prominent are the skins
because it is the product that shows the highest market growth and greater strength
to the business because it is an indispensable product for the development of any
bear being the base or structure thereof; skins feature more than 93 different models
due to high demand and growth have to be the company's star product, representing
an area of investment and exploitation for Build a Bear.
Clothing is the product line that generates higher profits for the company due to low
production costs and high prices in the market, due to the constant demand for them,
for what this product represents a solid foundation in sales and profits for the firm
representing little investment.
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The Small frys are a line that is in great development in the market since the use of
patents prestigious brands in this line has generated a boom in the market, however
the costs are high making unprofitable sale. That is why you should consider finding
new input suppliers to reduce costs this line and take advantage of the growth of this
market.
The products of the product line are less Minis sold in Build a Bear due to their high
prices and little variety, why not generate big profits and is a product to be
considered removed from the portfolio.
The line of shoes has high growth and demand in the market so it is important to
continue to invest in developing new models that will help your positioning.
Accessories are a very expensive product line for the company that does not have
huge demand in the market but this unit could be reorganized to focus the line with
new trends such as electronics, the use of internet and social networks to give
impetus to line, in conjunction with the Sounds line can integrate and promote market
opportunities in this area.
2.2.3 Market segmentation.
2.2.3.1 Current Market.
Children from6-12years of age with a socioeconomic level high medium-high class
having parents with a stable job, with a minimum monthly income$30,000 per month,
living in major cities throughout the country, with preference for personalized teddy
bears.
2.2.3.2 Target Market.
Teens between13 and18 years of age, socioeconomic level high medium-high class.
With parents of a high and stable purchasing power, with an income of $30 000.00
monthly minimum, they live in Mexico City and the metropolitan area, specifically in
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colonies or upper class. Have a special liking for personalized teddy bears, not only
so that they own but for a unique and very special gift, and the desire to experience
online interaction with your virtual teddy bear besides being children who wish to
belong to a social group consuming the product at least onetime per month, and
have brand loyalty.
2.2.4 Marketing Mix in Mexico.
Product.
Personalized Teddy Bears: to create the bear in the shop Build a Bear Work Shop,
created the cover with the right way, which is stuffed with synthetic cotton to the taste
of each client.
Each customer can dress your bear in the way the user more like thanks to the great
variety of clothing and accessories store account, the customer can choose to create
a custom sound for each bear, birth certificate create and play with him virtual city.
Image 9 and 10. Products.
Price.
The price ranges from Bear $ 180.00 to $ 1 500.00, this all depends on what
customers want on their own in many clothes, accessories, sounds, etc..
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Place.
Build a Bear Work Shop, now has 11 branches in the City and metropolitan area,
which are located at strategic points within them alls better positioned in terms of
purchasing power.
Image 11. Place.
Promotion.
As the principal means of promoting Build a Bear Work Shop has a web site where
consumers can make purchases and virtual tours, also uses the leaf letingth rough
gift certificates in the a mount of $50.00 and a constant promotion by employees
shop that invite customers to visit the facilities in addition to having a strong presence
at special events like Copa Gran de Valley and Toluca auto expo.
Image 12 y 13. Promotion.
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2.3 International Framework.
2.3.1 Current status of the product in the country to which you want to export.
Currently Build a Bear Workshop has not ventured into the European market,
specifically talking about the country where they build a bear is going to place that is
Spain, after market research, the company has decided to put its first franchise in the
city of Barcelona, since in that city in order to install Build a bear is very wide and
therefore can be extracted economically.
2.3.1.1 Analysis of competition in the country with which it marketed.
Currently in Spain there is no direct competition to carry out a similar process is at
Build a Bear, which means that the client can not create your own personalized bear.
However there are some micro-market companies in their products include teddy
bears known brands, in addition to having the advantage of being already recognized
by the local market, so to Build a Bear decided to enter a city renowned as it is
Barcelona, and have a strong and successful introduction. Be exploited the
innovation of the teddy bear and the emotional bond that is created with the
customer.
2.3.2 Market segmentation.
2.3.2.1 Potential market.
Teens between 13 and 18 years old with a socioeconomic level high high-medium
class, living the metropolitan area, more specifically in high-class neighborhoods of
the city of Barcelona, with parents buying a level above 50, 000 per month; having a
particular taste for personalized teddy bears, not only so that they own, but also be
given a second use as an original and unique, adding that having the desire to
belong to a social group and select also make regular purchases creating brand
loyalty.
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2.3.2.2 Market available.
Children between 6 and 12 years old with a socioeconomic level A and B, which vina
in the metropolitan area of Barcelona, whose parents purchasing a level above 50,
000 euros per month, having a particular taste for personalized teddy bears, like to
change the outfit and accessories thereof, and the desire to experience the online
interaction with your virtual teddy bear besides being children who wish to belong to
a social group consuming the product at least 1 time per month, and have brand
loyalty.
Table 4. Source: Census of Population by the National Institute of Statistics, 2012.
2.3.2.3 Market penetrated.
Build a Bear now has a presence in Latin America (Colombia, Mexico) and the
United States in all of them aimed at children from 3-10 years of socioeconomic level
A and B, pioneering innovation in the toy industry, in the field of stuffed animals, due
to their constant innovation, and its wide range of products in its portfolio.
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Table 5. Market Size.
2.3.2.4 New target market.
Build a Bear (Friends Forever SA) wishes to penetrate the Spanish market, this
population has the necessary characteristics to introduce the product in the market,
to create a new market segment, the company is the segment of children up to the
age of fourteen, the penetration to Build a Baer plans directed towards teens also
because the features necessary to meet the product thanks to the Spanish culture.
2.3.3 Marketing Mix, focused on the legal specifications, socio-cultural, political and economic of the country it will be marketed.
Marketing
Mix
SPAIN
Product Build a Bear is a franchise that has a sales process, which is
patented by the company, which is why the sale of Build a Bear has
to be respected, because what is exported is the franchise concept.
Build a Bear has six product lines: Skins, Sounds, Accessories,
Shoes, Sounds, Smalifrys, Minis.
2669024405
29513
age 0-4 age 5-9 age10-14
Market Size
Series1
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Precio The price is the same in all countries only will the currency
conversion.
Place Spain is a market square unstable due to the economic crisis, but the
idiosyncrasies of the Spanish people for export project very doable,
plus facilities that Mexico-Spain treaty of free trade. Build a Bear is
known for its status therefore in all countries are in malls. (the latter is
one of the conditions for franchising can be acquired).
Promotion Promotion is to be formed to regulate legal industry in Spain is
considered unfair that a foreign product prices down sharply,
becoming cheaper than domestic products.
It aims to conduct a promotional campaign in which events take
place in the store where children can meet all products from Build a
Bear and meet the assembly process of the stuffed animals, plus
they are made by opening promotions and thus strengthen with
animated motley of the main characters from Build a Bear.
Table 6. Marketing Mix.
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CAPÍTULO III.LA ESTRATEGIA Y LA CADENA DE VALOR.
Information about the organization.
Business Definition.
Build-A-Bear Workshop ®.
Size: Small.
Line of business: Commercial.
BUILD A BEAR WORKSHOP is a franchise concept to create and personalize your
own teddy bear. Build a Bear is a new business concept, innovative and unique in
the market.
Significantly, the Build a Bear Workshop franchise has the permission to use
trademarks as Disney and Hello Kitty, which can be used worldwide.
"Maxine Clark." Founder, CEO and President.
Maxine Clark is a graduate of the University of Georgia and has a JD from the
University of St. Louis. For over 30 year career has demonstrated its ability to detect
new trends in marketing, and has also revealed his deep knowledge of the wants and
needs of consumers.
Maxine Clark is considered a major innovation in the retail industry.
In 1997 he founded Build-A-Bear Workshop, an innovative store concept that offers
consumers the unique experience of creating a teddy bear also adding a heart and
name. Today there are over 400 stores worldwide, including stores in the U.S.,
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Puerto Rico, Canada, UK, Ireland and France, and franchise stores in Europe, Asia,
Australia and Africa.
In 2001, Build-A-Bear Workshop was named the "Most Innovative Retailer of the
Year" by the "National Federation Minorities" in the United States.
It is well known that everyone creates special bonds with stuffed animals, Workshop
Build-A-Bear is aware of it and therefore, all those who visit the store can create the
experience of his new friend, because they have to choose between over 30 different
stuffed animals, including bears, dogs, cats, rabbits, monkeys, etc., can provide a
heart full of good wishes, and both clothing and accessories to choose from a wide
variety, also get personalized birth certificate.
General Flowchart.
Diagram 10. General Flowchart.
Victor Peña
General Director
Jose Alberto Cortes
(Operation of Direccion)
Aurora Padilla
General manager
Submanagers of the 11 stores
arround Méxco.
Luis Peña
(Administration and Human Resources Direccion)
Erick Peña
(Marketing Direccion)
Elizabeth Rubalcaba
(Creative image)
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Mission.
Offering personalized service for customers and innovative, providing an
unforgettable experience based on excellence to achieve solid growth, always
looking to form a team in which participants are personally and professionally and
contribute to the success of the Build family Bear Workshop in the world.
Vision.
Being a leader in personalizing teddy bears, innovation, reputation and growth in
Mexico, with a sound organizational structure that provides satisfaction to their
employees and customers, projecting confidence in our work.
Philosophy.
“Where the best friends are made”.
Values.
Love. The organization is based in a loving relationship and emotional Customers
feel the love between the stores.
Respect. Mutual respect must be submitted from management to employees
generally.
Friendship: A link created inside the store, take a pleasure to work in the company
and this will manifest for consumers.
3.1 Identificación de las ventajas competitivas de la organización.
Es una tienda donde no solo puedes crear y personalizar tu propio oso de peluche,
sino crear un amigo a tu gusto, con accesorios y vestuarios únicos. Build a Bear se
caracteriza por brindar un servicio de alta calidad con tecnología de punta y artículos
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de prestigio, dirigidos principalmente a un nivel socioeconómico alto, por lo que
siempre busca estar a la última tendencia y así crear en el cliente un sentido de
exclusividad.
3.2 Estrategias comerciales actuales usadas por la empresa.
Build a Bear se dedica a la venta de peluches innovando su acción de venta.
Producto.
Implementar un proceso en el que los clientes sean partícipes en la creación de un
nuevo oso de peluche.
Precio.
Lanzar al mercado productos nuevos con un precio elevado, con la finalidad de
crear un sentido de exclusividad, debido al mercado al que está dirigido el producto.
Estrategias de plaza.
Ubicar las tiendas solamente en plazas comerciales donde acudan personas con
nivel socioeconómico A y B (estrategia de distribución selectiva).
Plaza.
Proceso de la cadena de suministros.
1. El corporativo en Santa Fe realiza el pedido vía telefónica respaldado por correo
electrónico para dar especificaciones a los proveedores en un periodo
aproximado de 60 días, este pedido es determinado por lo que arrojen los
inventarios de cada una de las sucursales.
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2. Una vez determinado el pedido, la mercancía se manda vía marítima desde
china al puerto de Manzanillo en Colima, una vez recibida la mercancía se
manda vía terrestre al almacén en el corporativo en Santa Fe.
3. Una vez recibida la mercancía se almacena hasta que se realice un nuevo
pedido por parte de alguna de las sucursales en el D.F.
4. La mercancía se manda vía terrestre a cada una de las sucursales.
5. Una vez recibida la mercancía en las sucursales se almacena en las pequeñas
bodegas para de esta manera surtir algún material que haga falta dentro de las
mismas tiendas.
6. La manufactura se lleva a cabo dentro de las tiendas para su inmediata venta.
3.2.1 Análisis y evaluación de las mismas.
A través de las diversas estrategias ya implementadas, actualmente Build a Bear a
logrado un posicionamiento adecuado en la zona metropolitana del país (México,
Distrito Federal), logrando alcázar los objetivos deseados dentro del target al que se
dirige, adquiriendo así el prestigio deseado.
A su vez Build a Bear ha ido creciendo, logrando la apertura de 11 tiendas en
México en puntos claves para su expansión, basándose en una eficiente cadena de
suministro la cual le ha permitido diferenciarse en el mercado a través de su ventaja
competitiva, siendo los únicos en su tipo.
3.2.2 Propuesta de mejora a las estrategias actuales usadas por la empresa.
(Considerado la viabilidad y los costos necesarios para realizarlas).
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Producto:
Crear un proceso en el que el cliente sea participe en la creación de un nuevo oso
de peluche:
Contar con una gran variedad de accesorios y ropa de moda para cada
temporada.
Ofrecer en la dentro del proceso de postventa un producto intangible vía internet
en el cual el consumidor puede crear un oso de peluche que puede interactuar
en una red social propiedad de la compañía.
Vender osos de peluches con licencias de personajes reconocidos por niños de
3 a 12 años.
Incluir sonidos dentro de los osos de peluche que sea con una voz creada por el
cliente o una de el catalogo.
Precio:
Lanzar al mercado productos nuevos con un precio elevado, con la finalidad de
crear una sentido exclusividad, debido al mercado al que está dirigido el
producto.
Adquirir licencias de marcas posicionadas en el mercado para tener una mayor
variedad de peluches que le permitan al cliente personalizarlos.
Plaza:
Expandir el mercado exportando el proyecto de franquicia de Build a Bear a la
Ciudad de Barcelona, España.
Realizar una investigación y análisis de la zona comercial de Barcelona, España
para definir la ubicación de la UEN.
Ubicar la sucursal de Build a Bear en una plaza comercial donde acudan
personas con nivel socioeconómico Alto y Medio- Alto manteniendo la
Estrategia de distribución selectiva.
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Promoción:
Estrategia de Comunicación Comercial.
Realizar una campaña de promoción desde la adaptación de la tienda
(construcción y adaptación) y hasta un día antes de la apertura, donde se
repartan folletos de promoción de los productos de Build a Bear a el mercado
meta dentro de la plaza seleccionada, acción que se reforzará por medio de la
colocación de un anuncio donde se avise de la próxima inauguración de la
tienda en ese espacio de la plaza, resaltando la imagen de Build a Bear.
Realizar un evento de inauguración para la apertura de la sucursal en Barcelona,
donde se invite a los clientes a conocer la tienda amenizando el evento con
música y botargas de los osos característicos de Build a Bear y brindándoles
como obsequio por su compra un accesorio de su preferencia en la compra de
alguno de los peluches.
Continuar con la campaña de promoción por medio de la utilización de las
botargas de Build a Bear por los dos primeros meses de apertura, los días
sábados y domingos, reforzando así el conocimiento de la sucursal.
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3.3 Aplicación de las cinco fuerzas de Michael Porter.
PODER DE NEGOCIACION CON LOS PROVEEDORES.
Build a Bear Workshop adquiere todos sus productos del extranjero,
específicamente de empresas chinas por lo cual los precios son bajos y
de la calidad que los dueños demandan; la capacidad de negociación
no es tan basta debido a que siendo una franquicia debe sujetarse a
los estándares que el franquiciador imponga.
AMENAZA DE NUEVOS ENTRANTES.
Debido a que las franquicias de Build a Bear cuentan con derechos de
jurisdicción y patentes en sus procesos, ninguna otra persona puede
abrir alguna sucursal además de los dueños, pero esto no limita las
posibilidades de que algún empresario intente abrir una tienda similar.
También es necesario tomar en cuenta que existe la posibilidad de
nuevas aperturas de tiendas donde se vendan peluches de diferentes
tipos y así convertirse en competencia para Build a Bear.
RIVALIDAD ENTRE COMPETIDORES.
Actualmente en la ciudad de Barcelona no existe
competencia directa para Build a Bear Workshop, por tal
motivo se decidió incursionar en dicho país.
PRODUCTOS SUSTITUTOS.
Se pueden considerar productos sustitutos cualquier tipo de osos de peluche y juguetes
en general, la principal ventaja con la que cuenta Build a Bear es que no solo
personalizas tu propio osos de peluche, sino, que los niños tiene la oportunidad de
hacer un amigo a su gusto, sumando la interacción que hay a través de la página de
internet donde pueden jugar con otros niños que también cuentan con un oso
personalizado en una aldea creada especialmente para ellos y así pertenecer a un
selecto círculo social.
PODER DE NEGOCIACION CON LOS CONSUMIDORES.
Debido a que Build a Bear es una tienda bien establecida respaldada por
sus años de experiencia en el ramo, el reconocimiento de la marca y la alta
demanda del producto, el consumidor no tiene poder de negociación en
cuanto a los precios fijados; resaltando al mismo tiempo que como
franquicia no puede tener variantes en los mismos.
Diagrama 11. Matriz Michael Porter.
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Análisis.
Debido a que las franquicias Build a Bear cuentan con derechos de jurisdicción y
patentes en sus procesos, ninguna otra persona puede abrir alguna sucursal
además de los dueños, esto no limita las posibilidades de que algún empresario
intente abrir una tienda similar. También es necesario tomar en cuenta que existe la
posibilidad de nuevas aperturas de tiendas donde se vendan peluches de diferentes
tipos y así convertirse en competencia para Build a Bear ya que se pueden
considerar como productos sustitutos cualquier tipo de osos de peluche y juguetes
en general, la principal ventaja con la que cuenta Build a Bear es que no solo
personalizas tu propio osos de peluche, sino que los niños tienen la oportunidad de
hacer un amigo a su gusto, sumando la interacción que hay a través de la página de
internet donde pueden jugar con otros niños que también cuentan con un oso
personalizado en una aldea creada especialmente para ellos y así pertenecer a un
selecto círculo social.
Como dos grandes ventajas de Build a Bear se pueden resaltar:
Es una tienda bien establecida respaldada por sus años de experiencia en el
ramo, el reconocimiento de la marca y la alta demanda del producto, el
consumidor no tiene poder de negociación en cuanto a los precios fijados;
resaltando al mismo tiempo que como franquicia no puede tener variantes en
los mismos.
Adquiere todos sus productos del extranjero, específicamente de empresas
chinas por lo cual los precios son bajos y de la calidad que los dueños
demandan; la capacidad de negociación no es tan basta debido a que
siendo una franquicia debe sujetarse a los estándares que el franquiciador
imponga.
Con base a todo lo anterior se tomó la decisión de incursionar en el continente
europeo, específicamente en la ciudad de Barcelona; ya que no existe competencia
directa para Build a Bear Workshop, sin embargo, para competencia indirecta se
tomarán en cuenta aquellos negocios donde se vendan diferentes tipos de osos de
peluche.
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3.4 Identificación del mercado relevante.
Build a Bear pretende incursionar en la industria de peluches en la ciudad de
Barcelona, España; ciudad donde no se cuenta con empresas que manejen el
concepto de Build a Bear, el cual es un concepto de franquicia en la cual se
pretende innovar realizando el armado de dichos peluches por los propios clientes
en este caso los niños y adolescentes de entre 12 y 18 años de edad de nivel
socioeconómico Alto y Medio- Alto.
La ubicación exacta de la tienda será en la Plaza Olivia la cual se encuentra ubicada
en el centro de Barcelona, la cual es la principal zona comercial donde se ubican
tiendas de marcas prestigiadas a nivel mundial, estando esta plaza ubicada frente a
un parque conocido como “ Plaça Catalunya” principal centro de afluencia de la
ciudad.
Imagen 14. Plaza Olivia, Barcelona España.
Imagen 15. “Plaça Catalunya”, Barcelona España.
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3.4.1 Estructura del mercado.
DESEO DE PERTENECNIA
Peluches Juguetes Tiendas de
regalos
Juegos de
video
Peluches ya
diseñados
Peluches
personalizados
No tiene
competencia
directa en
Barcelona.
Build a Bear
Competencia
indirecta
Competencia
directa
Diagrama 12. Estructura del mercado.
Competencia
de clase
Competencia
de forma
Competencia
de marca
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3.5 Propuesta de la Cadena de Valor para lograr la negociación.
Diagrama 13. Cadena de Valor.
ABASTECIMIENTO: Los productos que se venden en la franquicia, son fabricados en china y se importan directamente de
ahí.
DESARROLLO TECNOLOGICO: Los osos de peluche Build a Bear tienen un único y llamativo pre- cosido de los peluches
para que cuando este sea rellenado, al momento de cerrarlo, no se note que tenga algún hoyo, además de ser práctico y
rápido. También tienen un juego en internet llamado Build a Bear Ville en el que en la compra de tu primer oso, puedes
accesar a jugar y contactar amigos en línea, así como jugar con el oso que adquiriste en internet.
RECURSOS HUMANOS: Los empleados son contratados mediante outsorcing y no se involucran con la razón social que
pone la franquicia.
INFRAESTRUCTURA DE LA EMPRESA: Toda franquicia debe tener las 5 áreas que son: “Chosse me” que son bandejas
con pieles y repisas donde las pieles de los contenedores son exhibidas, “stuff me” que es una máquina de relleno de
peluche, “fluff me” una máquina para bañar con aire a los peluches, “dress me” anaqueles con ropa y accesorios para los
peluches, “name me” un área con mínimo tres computadoras para registrar a los osos de peluche. Y finalmente el área de:
cajas equipada con mínimo 2 cajas registradoras. LOGISTICA INTERNA:
La mercancía se recibe
el día llamado
“Truckday”, los
empleados reciben y
acomodan en la bodega
en canastos con el
nombre de cada
producto, cada que
hace falta algún
producto en la tienda se
vuelve a abastecer en
el mismo número de
productos siempre, es
decir cada gancho tiene
un número determinado
productos que siempre
debe tener.
OPERACIONES:
Los productos llegan
en un embalaje
conformado por una
caja de cartón y
protegidos con
bolsas de plástico y
papel, se retiran los
embalajes, y los
productos se
acomodan en la
tienda tal cual se
saca del embalaje.
LOGISTICA
EXTERNA:
Los productos
adquiridos por el
consumidor final son
empacados en cajas
de cartón que tienen
una forma de casa
(en el caso de las
pieles) o bien una
bolsa de shopping
(en el caso de ropa,
zapatos o
accesorios).
MARKETING Y
VENTAS:
Debido a que es una
franquicia, las
promociones o
regalos que se
lleguen a tener
aplicaran de manera
universal para todas
las tiendas, Build a
Bear maneja su
propia publicidad de
manera central en St.
Louis Missouri.
SERVICIOS:
Además de la excelente atención al cliente que siempre se brinda a los clientes, Build a Bear les da la oportunidad de que reparen posteriormente sus osos de peluche de por vida, por otra parte existe otro servicio en el que en caso de pérdida por medio del registro de cada unos de los osos estos se puedan devolver y regresar a sus dueños sin ningún costo extra; o que lo vuelvan a rellenar cuando el relleno este gastado.
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CAPÍTULO IV. EL PROCESO DE LA NEGOCIACIÓN.
4.1 Teorías de la existencia de empresas multinacionales aplicadas a la
negociación.
4.1.2 Teoría basada en la internacionalización de competencias.
Es aplicada dentro de la franquicia Build a Bear, debido a que ésta indica que el
posicionamiento de la marca es una herramienta que la empresa puede utilizar para
realizar una negociación; esto con lleva a tener una probabilidad mayor de éxito, la
marca y el prestigio que ha tenido a lo largo de su desarrollo, siendo estos factores
claves de éxito para la exportación de la franquicia hacia nuevos mercados, gracias
a su capital humano, la visión que tienen del negocio, así como el éxito que la marca
ha tenido en los países donde su posicionamiento ha sido considerablemente alto. El
crecimiento de la misma es el reflejo más claro hacia esta teoría. Todo esto se logra
a través del proceso de venta y a la personalización del producto al gusto de los
consumidores así como el lazo emocional que los consumidores experimentan en la
compra de su peluche.
4.1.3Teorías basadas en efectos estratégicos de la diversificación geográfica.
Podemos basar esta teoría mediante el análisis de las 5 fuerzas de Porter:
Diagrama 14. Teorías basadas en efectos estratégicos de la diversificación geográfica.
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4.2 Propuestas estratégicas.
4.2.2 Franquicias.
Actualmente el modelo de franquicia de la empresa cuenta con políticas y procesos
probados exitosamente en diversos países, como son Estados Unidos, Colombia y
México, mismos que garantizan el éxito de la franquicia a través de la
implementación de dichos modelos en España; siendo este un mercado que
mantiene similitudes de consumo con los países en los que se ha incursionado. Es
por ello que se pretende mantener el concepto de franquicia de Build a Bear para
convertirlo en una marca reconocida y exitosa a nivel mundial.
4.3 Fases de la negociación para las estrategias propuestas.
4.3.1 Preparación.
PREPARACION
OBJETIVO Expansión en el mercado español (Una
unidad en la ciudad de Barcelona)
durante el año 2013.
COOPERACION Por medio de ProMéxico se ayudará a
Koates x siempre S.A. de C.V. a
incursionar en el mercado español
mediante el programa “Nuevo Acuerdo
para la Promoción y Protección Recíproca
de las Inversiones”, gracias a la
facilitación de la documentación que es
requerida por España para ingresar al
mercado.
ESTRATEGIAS •Expandir mercado, exportando el
proyecto de franquicia de Build a Bear a
la Ciudad de Barcelona, España.
•Realizar una investigación y análisis
de la zona comercial de Barcelona,
España para definir la ubicación de la
UEN.
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•Ubicar la sucursal de Build a Bear en
una plaza comercial donde acudan
personas con nivel socioeconómico Alto
y Medio-Alto manteniendo la Estrategia
de distribución selectiva.
CONTACTOS Derivado de los procesos que Koates x
siempre S.A. de C.V tiene que llevar a
cabo durante su proceso de incursión al
mercado español deberá mantener
contacto con la SRE, AMF, PNF y el
Gobierno Español.
BUSQUEDA INICIAL DE
INFORMACION
Páginas especializadas en la web, y
estudios de mercado realizados en
Barcelona España.
Tabla 7. Fases de la negación para las estrategias propuestas: Preparación.
4.3.2 Desarrollo de la relación.
Se dirigirá al gobierno local de Barcelona debido a que ellos fomentan la incursión
de nuevos negocios.
El consumidor español busca adquirir peluche personalizado de a cuerdo a su estilo
de vida o necesidades sociales. Con lo cual se crea un lazo de identificación hacia el
producto ofrecido.
El poder de adquisición del producto estará a cargo de los padres de familia y el
poder decisivo lo planteara el consumidor directo que son los niños que escogen el
producto ofrecido.
4.3.3 Recopilación de la información.
La información recabada se facilitó mediante una entrevista con el Director General
de Mercadotecnia el Lic. Eric Peña, el cual informo la adquisición de los derechos de
franquicia, las facultades que se tiene de utilizar la marca para comercializar con
ella, obteniendo una razón social mexicana independiente a la matriz.
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Se recabó información financiera, estrategias comerciales utilizadas, así como el
deseo de expandirse al mercado europeo.
A través de entrevistas a empleados, se recabó información acerca de los puntos de
venta, como son procesos de elaboración, servicio al cliente y actividades de post
venta, reforzando esto con la información de la página web www.buildabear.mx/.
De igual forma se utilizaron paginas especializadas como consulta www.ine.es en la
cual se encontraron índices socioeconómicos de España, cultura, demográficos y
pictográficos de sus habitantes.
En www.promexico.gob.mx se investigaron los requerimientos necesarios que se
necesitaran para poder ingresar la franquicia en el mercado español, por medio del
“Nuevo Acuerdo para la Promoción y Protección Recíproca de las Inversiones” que
fue aprobado en Abril de 2007.
Se recabó información en la página del gobierno español
http://www.lamoncloa.gob.es/Espana/Instituciones/index.htm y de Centro
Latinoamericano de Administración para el Desarrollo (CLAD) www.clad.org.
4.3.4 Utilización de la información.
La información que se recabó de la entrevista con el director general de Marketing
de Koates x siempre es de mucha utilidad para saber si la empresa tiene el potencial
y los elementos necesarios para poder incursionar en el mercado español, por tal
motivo se tuvo la necesidad de saber procesos de venta para saber si estos se
adaptan a las costumbres que en el país destino practican, se mostró el perfil del
consumidor español con base a la información del INE.
Para Identificar como podemos solicitar al gobierno español la apertura de la
franquicia al mercado, se identificó que ProMéxico tiene convenio con España, de
esta manera nos ayudara a facilitar los trámites con el gobierno español, los cuales
son regulados por el CLAD, de esta manera se prevé las negociaciones que se
tendrán que realizar para el proyecto de exportación de franquicia. A continuación se
enlistan los puntos más destacables por lo que Build a Bear debe posicionar su
primera franquicia en el mercado europeo en la ciudad de Barcelona:
108
Ayudará a la economía española a desarrollarse y a incrementar el PIB.
Creará empleos apoyando a los estudiantes para obtener experiencia
profesional.
Creará programas a niños desamparados llevando al orfanato el concepto de
la tienda para poder construir su oso de peluche.
Alentará las actividades motrices de los niños españoles.
Reforzará valores de niños que tengan contacto con los oso de peluche
acerca de la fraternidad y el cuidado de los animales.
Alentará a empresas mexicanas a invertir en el mercado español debido a la
gran aceptación que tienen hacia empresas mexicanas.
4.3.5 Ofrecimiento.
Para el proceso de negociación con el gobierno de España, se utilizarán las
siguientes propuestas y argumentos de apoyo que faciliten el cierre de la misma, a
través de una presentación del proyecto a las autoridades correspondientes Véase
anexo 1.
Descripción de la empresa:
En 1997 se fundó Build a Bear Workshop, como un concepto de franquicia innovador
que ofrece al consumidor la experiencia única de crear su propio oso de peluche
además de darle un corazón y nombre propio, los clientes pueden escoger entre
más de 30 animalitos de peluches diferentes, entre osos, perros, gatos, conejos, etc.
A demás de poder elegir tanto ropa como accesorios de una gran variedad y
obtener el certificado de nacimiento personalizado.
Este concepto está dirigido a niños y adolescentes de entre 12 y 18 años de edad de
nivel socioeconómico Alto y Medio- Alto.
Hoy en día existen más de 400 tiendas alrededor el mundo, incluyendo tiendas
propiedad de la compañía en E.U, Puerto Rico, Canadá, Reino Unido, Irlanda y
Francia así como franquicias en Europa, Asia, Australia y África.
109
1. Áreas y procesos generales.
La empresa cuenta con 3 principales departamentos, bajo la Dirección General del
Lic. Víctor Peña y la colaboración del área de Imagen Creativa quien trabaja en
conjunto con del departamento de Marketing.
Procesos.
El Proceso de elaboración se lleva a cabo directamente en el punto de venta, con el
objetivo de que los consumidores interactúen y colaboren en la elaboración, creando
con ello un mayor sentido de pertenencia así como lazos entre los niños y su nuevo
amigo de peluche.
Todo esto se realiza con el apoyo de asesores en el punto de venta, quienes llevan
de la mano a los niños en todo el proceso, brindándoles un servicio totalmente
personalizado de excelente nivel.
2. Objetivo de la negociación.
El interés de Build a Bear Workshop en el mercado español surge del conocimiento
de su mercado, como es la cultura, hábitos y costumbres, así como factores
económicos que alientan a la empresa a invertir en un mercado con amplias
posibilidades de crecimiento y desarrollo.
Por ello de Build a Bear Workshop, tiene el deseo de invertir en España, teniendo
como primer objetivo la ciudad de Barcelona, contemplando a futuro la apertura de
alrededor de 10 sucursales en el país.
La ubicación exacta donde se pretende establecer la tienda es en la Plaza Olivia
ubicada en el centro de Barcelona, principal zona comercial frente “Plaça
Catalunya”.
110
3. Infraestructura y estabilidad económica.
Build a Bear Workshop actualmente cuenta con procesos y acuerdos a establecidos
gracias a las alianzas con proveedores Japoneses quienes suministrarán los
insumos y productos directamente en la sucursal en España.
La empresa cuenta con la estabilidad económica que le permite la apertura de una
sucursal en Barcelona y poder sostener el proceso de introducción en este mercado
gracias al éxito que ha tenido en los países donde está presente y al considerable
aumento en las ventas a nivel mundial en los últimos años, principalmente en
México, país donde se implementó por primera vez en el mercado de habla hispana,
alcanzando en México en 2012 ventas anuales por más de 18 millones de pesos.
VENTAS ANUALES POR PAÍS.
Diagrama 15. Ventas Anuales por país.
4. Beneficios de la negociación.
El proyecto de Franquicia Build a Bear Workshop, será un acuerdo bilateral, al
establecer la franquicia es España creará empleos para los españoles, de igual
México
Colombia 0
5,000,000
10,000,000
15,000,000
20,000,000
20092010
20112012
México
Colombia
* Ventas anuales en pesos
111
forma se tendrá un trato preferencial a los trabajadores que estudien, debido a que
la empresa fomenta el crecimiento profesional de su persona.
Build a Bear Workshop se preocupa por los niños de las comunidades donde tiene
presencia, como parte de su responsabilidad social desarrolla el programa
denominado “Un oso, un amigo” el cual lleva de manera totalmente gratuita a
Instituciones y Orfanatos para niños desamparados el concepto de las tiendas Build
a Bear Workshop, brindándoles la oportunidad de elaborar un oso de peluche tal y
como lo harían en la tienda; regalando no solo un oso de peluche sino una amigo.
4.3.6 Cierre del acuerdo.
En este punto de la negociación, la empresa puede encontrarse con posibles
objeciones por parte del franquiciatario para lograr el cierre, las cuales son
enlistadas a continuación, con sus respectivas soluciones:
La economía del país, específicamente de la ciudad de Barcelona puede
verse afectada si la franquicia no tiene el éxito esperado.
La actividad comercial en régimen de franquicia, desarrollada por medio de los
denominados acuerdos o contratos de franquicia, mejora normalmente la distribución
de productos y la prestación de servicios, pues da a los franquiciadores la posibilidad
de crear una red de distribución uniforme mediante inversiones limitadas, lo que
facilita la entrada de nuevos competidores en el mercado, particularmente en el caso
de las pequeñas y medianas empresas, y aumentando así la competencia entre
marcas. Un ejemplo claro es el constante crecimiento que en los últimos años ha
tenido Build a Bear logrando posicionarse en diversos países con un éxito rotundo.
A la vez, la implementación de una franquicia permite que los comerciantes
independientes puedan establecer negocios más rápidamente y, en principio, con
más posibilidades de éxito que si tuvieran que hacerlo sin la experiencia y la ayuda
del franquiciador, abriéndoles así la posibilidad de competir de forma más eficaz con
otras empresas de distribución.
112
Como franquiciador no tener el total conocimiento acerca de las normas y
leyes para poder establecer una franquicia en España.
Después de una exhaustiva revisión de la normatividad española para la
implementación de nuevos negocios como franquicia se puede resaltar el siguiente
artículo:
El artículo 62 de la Ley 7/1996, de 15 de enero, de Ordenación del Comercio
Minorista, regula el régimen de franquicia. El apartado 2 de este artículo obliga a las
personas físicas o jurídicas que pretendan desarrollar en España la actividad de
franquiciadores a inscribirse, en su caso, en el Registro que pueden establecer las
Administraciones competentes. Por su parte, el apartado 3 de este artículo,
determina la información que el franquiciador deberá entregar al futuro
franquiciatario, en este caso al gobierno Español; para que pueda decidir, libremente
y con conocimiento de causa, su incorporación a la red de franquicia. Asimismo, este
apartado señala que reglamentariamente se establecerán las demás condiciones
básicas para la actividad de franquicias. Estas funciones han sido asumidas en la
actualidad por el Ministerio de Economía y Haciendo al que el Real Decreto
758/1996, de 5 de mayo, encomienda las competencias que correspondían al
anterior Ministerio de Comercio y Turismo, las cuales serán ejercidas a través de la
Secretaría de Estado de Comercio, Turismo y de la Pequeña y Mediana Empresa.
Que la materia prima utilizada no cubra los estándares sanitarios que el país
solicite.
Build a Bear cuenta con los estándares requeridos para implementar sistemas de
gestión de calidad tales como ISO 9000 e ISO 14000 con los que garantiza la entera
responsabilidad y compromiso con el país de realizar en su totalidad los procesos
concernientes a la implementación de la franquicia.
En caso de que el país lo solicite, la empresa se sujetará a los cambios y
disposiciones que el gobierno en materia normativa considere pertinente.
Que las instalaciones de la franquicia dañen el patrimonio de la ciudad, tales
como calles, alumbrado e inmuebles.
113
Con anterioridad el franquiciador está comprometido a tener pleno conocimiento de
la normatividad necesario para el inicio de construcción e instalación; se destaca el
siguiente apartado del Real decreto de la legislación española:
Articulo 8. Obligaciones de los franquiciadores inscritos en el Registro.
Los franquiciadores inscritos en este Registro deberán comunicar a las
Comunidades Autónomas competentes por razón de su domicilio cualquier
alteración en los datos a que se refieren los párrafos a), b) y d) del artículo anterior,
en el plazo máximo de tres meses desde que se produzca, y el cese en la actividad
franquiciadora en el momento en que tenga lugar.
Asimismo, con carácter anual, y durante el mes de enero de cada año, los
franquiciadores comunicarán a la Comunidad Autónoma correspondiente los cierres
o aperturas de los establecimientos, propios o franquiciados, producidos en la
anualidad anterior.
Marco legal REAL DECRETO 2485/1998 (legislación española 2012).
4.3.7 Implementación del acuerdo.
Los pasos que describe la Fundacion Eroski Consumer que deben seguirse en
España para aperturar una Franquicia son los siguientes:
Al ingresar en un negocio bajo la modalidad de franquicias, hay que acometer el
pago de dos conceptos: el canon de entrada (más el de publicidad) y el royalty.
El primero es un pago inicial a fondo perdido, que suele constituir, junto con los
royalties, la retribución al franquiciador por la cesión de la marca y del modelo de
negocio. Su importe depende de varios factores y varía entre los 6.000 y los 25.000
euros.
El royalty equivale a un pago fijo o variable y, en general, mensual que se abona en
concepto de los servicios prestados por la central y por el uso de la marca o enseña
franquiciada.
114
Firma del precontrato de franquicia.
Antes de llevar a cabo la firma del contrato, ambas partes pueden acordar un primer
contacto en el que evaluarse, visitar la central y conocer el funcionamiento del
negocio. Y si todo va bien, se firma un preacuerdo de franquicia, esto es, un contrato
mediante el que el franquiciador otorga al franquiciado la reserva de una zona hasta
que se encuentre el local adecuado.
Desde la Asociación Española para el Desarrollo y Defensa del Franquiciado
(AEDEF), aconsejan su análisis por profesional experto y cualificado.
Constitución de la sociedad.
Para abrir una franquicia en España, es necesario realizar antes los trámites
necesarios para constituir una empresa.
Hay que decidir la forma jurídica que adoptará la empresa, establecerse como
empresario individual (autónomo) o constituir una sociedad mercantil, con entidad
jurídica propia. Véase anexo 2.
9. Firmar el contrato de franquicia.
El acuerdo debe incluir: la cesión de la marca al franquiciado, la transmisión del
know-how (saber hacer) y la prestación de asistencia continuada al franquiciado
durante toda la vigencia del contrato.
En el momento de formalizar el documento, el franquiciado tendrá que abonar el
canon de entrada, que variará en función de la marca, y recibirá los manuales de
franquicia. El franquiciador tiene la obligación de facilitar la información
precontractual por escrito y con una antelación mínima de 20 días a la firma de
cualquier tipo de contrato o precontrato, y antes de la entrega de un depósito. Véase
anexo 3.
115
Los últimos pasos antes de la apertura serán los relativos a la propia gestión de la
empresa, como contratar personal, realizar los pedidos iniciales de mercancías,
terminar de adecuar el establecimiento o publicitar la apertura del negocio. Con todo
resuelto, se podrá proceder al inicio de la actividad.
4.3.8 Seguimiento.
El proyecto de Franquicia Build a Bear, será un acuerdo bilateral, al establecer la
franquicia es España creará empleos para los españoles, de igual forma se tendrá
un trato preferencial a los trabajadores que estudien, debido a que la empresa
fomenta el crecimiento profesional de su personal; además de que la compañía
ayudará al crecimiento del PIB de España, apoyando en el crecimiento económico
de España y fomentando valores como amor, amistad y honestidad entre otros a los
niños que compren sus productos, así como a los empleados de la franquicia.
Build a Bear se preocupa por los niños de las comunidades donde tiene presencia,
como parte de su responsabilidad social desarrolla el programa denominado “Un
oso, un amigo” el cual lleva de manera totalmente gratuita a Instituciones y
Orfanatos para niños desamparados el concepto de las tiendas Build a Bear;
brindándoles la oportunidad de elaborar un oso de peluche tal y como lo harían en la
tienda; regalando no solo un oso de peluche sino una amigo. 4.4 Protocolo de
negociación.
4.4.1 Dónde y cuándo ocurrirá la negociación, quién estará ahí y cuál será la agenda.
Tema.
Descripción.
Horario.
Por motivos de horario y no conocer realmente la ciudad de España
se debe tener en cuenta el tránsito y su logística por ello se deberá
tener en cuenta lo siguiente.
Llegar con una hora aproximadamente de anticipación a todas las
citas sin excepción alguna.
116
Los días y horarios son los siguientes
Día 12 de mayo del 2013, a las 11horas tiempo de España
Día 13 de mayo del 2013, a las 12 horas
Día 14 de mayo del 2013, a las 11 horas
Costumbres y
ritos.
Saludar con la mano y abrazo cordial.
Beso en una mejilla si es hombre y mujer.
Beso en ambas mejillas si es de mujer y mujer.
Hablar con respeto y de usted a los contactos.
Comunicación directa.
Temas.
Futbol.
Actividades de la mañana.
Las celebridades.
Salud del contacto.
Situación financiera.
Lo que no debe hablarse antes de la negociación son:
La monarquía española.
Partidos políticos.
Lugar y
personas.
Las reuniones se llevaran a cabo conforme a los días ya antes
mencionados y los lugares de dicha reunión será las detalladas a
continuación:
Día 12 de mayo, oficinas de ProMéxico en España que se encuentra
en Carrera San Jerónimo 46, segundo piso, 28014 España.
Contacto Consejera comercial Ximena Caraza Campos teléfono
(34)61420 2017 (Pág. ProMéxico).
117
Día 13 de mayo, avenida diagonal 662- 664 (edificio planeta) 08034
Barcelona Cataluña, teléfono (012) 93484 9230. Contacto Cristina
Pruñonosa directora de Oficina Española de Patentes y Marcas.
Día 14 de mayo, P. de la castellana 162 C.P. 28046 Madrid.
España, teléfono 9022 18600 y 91495 9554. Contacto: Doctora
Carmen Cárdeno Pardo Directora General de Comercio Interior.
Regalos.
No se consideran pertinentes.
Tabla 8. Protocolo de negociación.
118
CONCLUSIONES.
La empresa Build a Bear Workshop actualmente se encuentra en etapa de
crecimiento por lo cual aprovechará este impulso para lograr posicionarse en nuevos
mercados, específicamente el mercado español. Posterior a una previa investigación
de mercado se pudo concluir que es viable la implementación de la primer franquicia
en la ciudad de Barcelona, debido a que el mercado de dicho país cuenta con las
características necesarias para garantizar el éxito de introducción al mercado
europeo.
El modelo de franquicia que Build a Bear utilizará en sinergia con su principal ventaja
competitiva que es proporcionar al consumidor la oportunidad de crear y
personalizar su propio oso de peluche, lo cual contribuirá en gran medida a alcanzar
el éxito deseado.
Actualmente no existe competencia de marca en España para Build a Bear lo cual
aprovechará totalmente pero sin dejar de lado a los demás competidores de clase
que tendrá, impulsando continuamente sus acciones de venta y así lograr
mantenerse en el nivel esperado, apoyándose además de que los precios que
maneja para los artículos son considerables.
Finalmente es considerado que Build a Bear cuenta con las características y
requerimientos adecuados para poder introducir una franquicia en España, ya que
es respaldado por los años que tiene en el mercado y el prestigio que ha adquirido a
nivel internacional, sumándole que cuenta con todos los estándares de calidad
necesarios para la implementación de sus instalaciones en una plaza tan importante
como lo es Plaza Olivia sin olvidar que el mercado europeo es de los más exigentes,
previamente se tomaron las medidas necesarias para tener la capacidad, los medios
y la información necesaria para poder refutar cualquier objeción de compra dando
siempre la solución más adecuada y sujetándose a los requerimientos del gobierno
español.
119
RECOMENDACIONES.
Consideramos que la empresa debe llevar a cabo el proyecto de exportación de
franquicia a la Ciudad de Barcelona España, manteniendo el modelo de negocio
actualmente utilizado ya que consideramos es el adecuado para el target al que se
pretende dirigir en España.
Por otra parte también se propone el reforzamiento de las actividades de publicidad
y promoción de la marca, lo cual puede ser una herramienta clave para el
lanzamiento de la empresa en dicho país, dándola a conocer de manera más verás y
efectiva, acelerando así el posicionamiento de la marca; propuesta que
consideramos se extienda a los demás países donde se tiene presencia reforzando
y posicionando así a la marca a nivel mundial.
120
REFERENCIAS BIBLIOGRÁFICAS.
(MERCADOTECNIA PROGRAMADA, Salvador Mercado)
(MERCADOTECNIA, Carmen Castro Corrales)
(MARKETING PARA EDITORIALES UNIVERSITARIAS EN EL SIGLO XXI,
Jorge Alfonso Sierra)
(ADMINISTRACIÓN DE LA MERCADOTECNI, Michael R. Czinkota,Masaaki
Kotabe)
(NEGOCIOS INTERNACIONALES, Daniels John D., 2009)
(PROTOCOLO COMERCIAL, Martín Jeanette S., 1ra Edición 2007)
(Flint Pinkas, "Effective Negotiation", Harvard Business Press, "Negotiating
with Results").
(Aurelio Martinez on September 24, 2010)
Cadbury Schweppes Corporate and Social Responsibility Report 2002.
http://www.mseg.gba.gov.ar/ForyCap/cedocse/capacitacion%20y%20formacio
n/capacitacion%20formadores/Metodos%20de%20negociacion.pdf.
MACCARTHY, J. (2007).
Aníbal Sierrataríos 2005.
http://elergonomista.com/3ab12.html.
http://www.mseg.gba.gov.ar/ForyCap/cedocse/capacitacion%20y%20formacio
n/capacitacion%20formadores/Metodos%20de%20negociacion.pdf).
MARKETING FUNDAMENTALS Edition, (William Stanton, March 2007).
Food and Agriculture Organization of the United Nations.
121
MACCARTHY, J. (2007).
THE CONCEPT OF RELEVANT MARKET AND LACK OF CLARITY IN
MEXICAN LAW ON COMPETITION, Adriaan Ten Kate, 2011.
FUNDAMENTAL SOF MARKETING the 8thEdition(Philip Kotler and Gray
Armstrong, June 2008.
http://www.crecenegocios.com/cadena-de-valor.
Buckley and Casson, 1979.
Andrea Trujillo María Dávila, August 2006.
YOUNG MANAGEMENT Journal of the Ibero-American Youth Association of
Accounting and Business Administration No.. 2 - October 2008.
Luostarinen (1979), "Internationalization is one of the alternatives for
expansion of the company when it takes into account scenarios for deploying
outside the national policy of developing markets.
Luostarinen, 1979.
ENTREPRENEUR GUIDE, 2004 Fundamentals of marketing of the eighth
edition, Philip Kotler and Gray Armstrong, June 2008.
INTERNATIONAL NEGOTIATION, German Quinones, September 2012.
www.buildabear.mx/.
www.clad.org.
122
ANEXOS.
ANEXO 1: Presentación “Proyecto Build a Beard Workshop”.
123
124
125
ANEXO 2: PROPUESTA DE CONTRATO PARA CONSTITUIR LA EMPRESA EN
ESPAÑA.
En la ciudad de BARCELONA ESPAÑA, a los •••••••••• días del mes de •••••••••• de
••••••••••, ante mí, escribano autorizante comparecen VICTOR PEÑA reuniendo a los
señores LUIS PEÑA CON NUMERO DE IDENTIFICACIONXXXX CASADO,
MEXICANO CON DOMICILIO EN ……….,ERICK PEÑA Y JOSE CORTES Los
comparecientes son personas de mi conocimiento, doy fe y dicen:
PRIMERO: Que han resuelto constituir una Sociedad Anónima que se denominará
KOATES X SIEMPRE S.A DE C.V. , con domicilio social en la calle •••••••••• de la
localidad de •••••••••• y con una duración de •••••••••• años, adoptando sin reservas ni
modificaciones el estatuto modelo -sin sindicatura- conforme a las normas de la
Inspección General de Persona Jurídica.
SEGUNDO: La sociedad tendrá por objeto: realizar por cuenta propia o de terceros,
o asociada a terceros, la IMPLEMENTACION DE LA FRANQUICIA BUILD A BEAR
WORSHOP EN BARCELONA. A estos fines, la sociedad tendrá plena eficacia
jurídica para adquirir derechos y contraer obligaciones y para ejercer los actos que
se vinculen directa o indirectamente con su objeto y que no estén prohibidos por las
leyes o por el estatuto social.
TERCERO: El capital social se fija en la suma de pesos •••••••••• ($••••••••••)
representado por acciones de valor nominal pesos uno ($1), dividido en series de
•••••••••• pesos cada una. Los socios suscriben •••••••••• acciones cada uno e
integran el 25 por ciento en dinero en efectivo al momento de su constitución, el
saldo lo integrarán a requerimiento del Directorio dentro de los términos legales.
CUARTO: El ejercicio social cierra el día •••••••••• del mes •••••••••• de cada año.
QUINTO: Para integrar el Directorio se designan: Presidente al señor VICTOR PEÑA
y Vicepresidente al señor LUIS PEÑA.
126
SEXTO: Se autoriza a •••••••••• a fin de que realice todas las gestiones necesarias
para obtener la conformidad de la Inspección General de Personas Jurídicas y la
inscripción en el Registro Público de Comercio.
Leída y ratificada firman por ante mí los comparecientes, doy fe. Para la sociedad
expido el presente primer testimonio que sello y firmo en el lugar y fecha de su
otorgamiento.
FIRMAS.
127
ANEXO 3: PROPUESTA DEL CONTRATO PARA APERTURAR FRANQUICIA.
CONTRATO INTERNACIONAL DE FRANQUICIA QUE CELEBRAN POR UNA
PARTE “(BUILD A BEAR WORKSHOP)”, EN LO SUCESIVO DENOMINADA
COMO EL “FRANQUICIANTE”, Y POR LA OTRA PARTE, LA EMPRESA
“(KOATES X SIEMPRE S.A DE C.V.)”, EN LO SUCESIVO DENOMINADA COMO
EL “FRANQUICIATARIO”, DE CONFORMIDAD CON LAS SIGUIENTES
DECLARACIONES, DEFINICIONES Y CLÁUSULAS:
D E C L A R A C I O N E S
Declara el Franquiciante:
I. Que es una persona moral, legalmente constituida y existente de conformidad con
las leyes de los ESTADOS UNIDOS DE AMERICA, según consta en escritura
pública no. (Anotar número de la escritura pública), de fecha (anotar fecha de la
escritura pública), otorgada ante la fe del Lic. (Anotar nombre completo del notario
público), notario público no. (Anotar no. de la notaría pública), de la Ciudad (anotar
nombre de la ciudad y de la entidad federativa de adscripción de la notaría pública),
México;
II. Que el Sr. MAXINE CLARK, es su representante legal, que se encuentra
debidamente facultado para celebrar este Contrato y obligar a su representada en
los términos del mismo, según consta en escritura pública no. (Anotar número de la
escritura pública), de fecha (anotar fecha de la escritura pública), otorgada ante la fe
del Lic. (Anotar nombre completo del notario público), notario público no. (Anotar no.
de la notaría pública), de la Ciudad de (anotar nombre de la ciudad y de la entidad
federativa de adscripción de la notaría pública), quien se identifica con: (documento
oficial de identificación - pasaporte ó credencial de elector.
III. Que es propietario de los derechos de la marca denominada: BUILD A BEAR
WORKSHOP, , bajo el número de registro (anotar el número de registro de la marca)
y que tiene capacidad para otorgar sub-licencias de uso.
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IV. Que cuenta con la licencia de uso de marca y ha desarrollado un Sistema de
Franquicias denominado: BUILD A BEAR WORKSHOP.
V. Que dentro de su objeto social, se encuentran, entre otras actividades, las de
(anotar las actividades que constituyen el objeto social del Franquiciante).
VI. Que cuenta con la capacidad, conocimientos técnicos, experiencia, medios,
personal y las autorizaciones correspondientes, así como la organización
administrativa necesaria y adecuada para realizar las actividades y operaciones para
llevar a cabo el Objeto de este Contrato.
Declara el Franquiciatario:
I. Que es una persona moral legalmente constituida y existente de conformidad con
las leyes de ESPAÑA, según consta en escritura pública no. (Anotar número de la
escritura pública), de fecha (anotar fecha de la escritura pública), otorgada ante la fe
del Sr. (anotar nombre completo del notario público), notario público no. (Anotar no.
de la notaría pública), de la ciudad de (anotar nombre de la ciudad y de la localidad
de adscripción de la notaria publica), de ESPAÑA.
II. Que el Sr. VICTOR PEÑA, es su representante legal, que se encuentra
debidamente facultado para celebrar este Contrato y obligar a su representada en
los términos del mismo, según consta en escritura pública no. (anotar número de la
escritura pública), de fecha (anotar fecha de la escritura pública), otorgada ante la fe
del Sr. (anotar nombre completo del notario público), notario público no. (anotar no.
de la notaria pública), de la Ciudad de (anotar nombre de la ciudad y de la localidad
de adscripción de la notaria pública), ESPAÑA, quien se identifica con: (documento
oficial de identificación – por ejemplo: pasaporte.
III. Que dentro de su objeto social, se encuentran entre otras actividades, las de
(anotar las actividades que constituyen el objeto social del Franquiciatario);
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IV. Que cuenta con la capacidad necesaria para llevar a cabo actos de comercio y
en general, para el cumplimiento de las obligaciones derivadas de este Contrato;
V. Que conoce el Sistema de Franquicias BUILD A BEAR WORKSHOP propiedad
del Franquiciante y que tiene interés en adquirir una Franquicia de dicho Sistema.
Ambas Partes declaran:
Que tienen interés en realizar las operaciones a que se refiere el presente Contrato
de conformidad a las anteriores Declaraciones y al tenor de las siguientes
Definiciones y Cláusulas:
D E F I N I C I O N E S:
I. “Sistema” o “Sistema de Franquicia”, significa a todos los establecimientos
autorizados por el Franquiciante;
II. “Territorio”, se refiere al área geográfica que comprende el territorio nacional de
ESPAÑA, así como en aquellos otros mercados, países o territorios que en el futuro
se establezcan, previo el consentimiento por escrito del Franquiciante.
C L Á U S U L A S.
1.- Objeto del Contrato.- El Franquiciante otorga y el Franquiciatario acepta una
Franquicia para usar las marcas y la tecnología del Sistema para operarla en forma
(anotar si es exclusiva o no exclusiva), en el Territorio de ESPAÑA.
La localización, horarios, descripción interna y externa del establecimiento se
determinan en el Anexo “A”, del presente instrumento, que firmado por los
representantes legales de las Partes contratantes, forma parte integral del mismo.
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2.- Regalías.- Como contraprestación por concepto de regalías de la Franquicia
otorgada en virtud del presente Contrato, así como por la transmisión de
conocimientos, asistencia técnica y el uso de Marca del Sistema, el Franquiciatario,
pagará al Franquiciante, por concepto de regalías un monto del ___% (_____ por
ciento), de los ingresos totales por concepto de prestación de Servicios de
Administración y Contables descritos en el Anexo “B”. El Franquiciatario pagará las
regalías mediante depósito en la cuenta bancaria que le indique el Franquiciante. El
depósito deberá efectuarse dentro de los primeros 5 (cinco) días hábiles de cada
mes.
3.- Obligaciones del Franquiciante.- Tal y como se prevé en este Contrato, el
Franquiciante se obliga a prestar al Franquiciatario la asistencia técnica y
capacitación para la Operación y Administración del Sistema.
4.- Obligaciones del Franquiciatario.- El Franquiciatario reconoce y conviene en que
como parte del Sistema es esencial la adecuada operación del establecimiento y por
lo tanto un requisito fundamental es el adherirse a los estándares, manuales y
políticas establecidas por el Franquiciante para el manejo uniforme de las
Franquicias del Sistema, así como de cumplir con los estándares y políticas del
Franquiciante en relación con el uso de las marcas del Sistema.
5.- Propiedad industrial.- El Franquiciante en su calidad de único titular de la patente
y marcas del Sistema, asume toda la responsabilidad, en caso de que éstas o su
uso, invadan derechos de propiedad industrial de terceros, en el Territorio donde se
establezca la Franquicia.
El Franquiciatario se obliga a prestar toda la ayuda que sea necesaria al
Franquiciante, para que las patentes y marcas a que se refiere la Franquicia Objeto
del presente Contrato, sean debidamente registradas ante las autoridades
competentes del país donde se ubique el establecimiento del Franquiciatario.
Asimismo, el Franquiciatario se obliga a notificar al Franquiciante, tan pronto tenga
conocimiento, de cualquier violación o uso indebido de dichas Patentes y Marcas,
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que algún tercero realice, o de cualquier demanda por parte de alguna persona en
contra de cualquier derecho de propiedad industrial a fin de que el Franquiciante
pueda ejercer los derechos que legalmente le correspondan.
El Franquiciatario acepta y se obliga a no comercializar productos de marcas no
autorizadas por el Franquiciante, ni tampoco utilizar en ninguna forma, marcas,
diseños, nombres comerciales o logotipos diferentes a aquellos que identifican al
Sistema.
6.- Adecuación y equipamiento del establecimiento.- Para la adecuada operación del
establecimiento y de su imagen externa, interna y equipamiento, el Franquiciatario
se obliga a:
Comunicar por escrito al Franquiciante dentro un término de cinco días hábiles a
partir de la firma del presente Contrato, la persona responsable de obtener y de
mantener vigentes las autorizaciones, permisos, licencias, clasificaciones y demás
autorizaciones que sean requeridas para el funcionamiento y operación del local, de
acuerdo con las normas legales vigentes.
Seguir los lineamientos, directrices e instrucciones del Franquiciante a fin de
procurar que la fachada e imagen exterior del establecimiento sean compatibles con
la imagen del Sistema.
Someter a la revisión y aprobación previa por escrito del Franquiciante, cualquier
modificación que desee hacer a la imagen interna o externa del establecimiento, que
le sean indicadas por el Franquiciante para conservar la uniformidad de imagen en el
Sistema.
7.- Información contable y de programas de cómputo.- El Franquiciatario deberá
presentar al Franquiciante la información contable, siempre que ésta le sea
requerida por escrito, para tal efecto y permitirá durante días y horas hábiles, el
acceso del Franquiciante a sus instalaciones, para que el franquiciante por sí o a
través de sus representantes, revise toda la información contable y los Sistemas de
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Cómputo y el contenido de sus programas, sin ningún tipo de limitación. Asimismo,
el Franquiciatario presentará mensualmente un reporte de ventas y estadística
conforme al modelo que edite el programa de cómputo desarrollado por el
Franquiciante.
8.- Manuales.- Con el fin de proteger la reputación y el buen nombre de la Franquicia
y mantener los estándares de operación, el Franquiciatario deberá operar el
establecimiento en estricto cumplimiento con los Manuales del Franquiciante y de
acuerdo con cualquier otra comunicación por escrito que le haga el propio
Franquiciante. El Franquiciatario recibirá del Franquiciante en préstamo los
Manuales correspondientes y la entrega subsecuente de los mismos le serán
entregados por el Franquiciante conforme éste lo considere conveniente.
El incumplimiento a lo dispuesto por esta Cláusula será causal de terminación del
presente Contrato sin necesidad de declaración judicial alguna, sin perjuicio de las
acciones civiles y/o penales que el Franquiciante pudiera intentar contra el
Franquiciatario o personal del Franquiciatario.
9.- Confidencialidad.- El Franquiciatario, deberá mantener en forma confidencial y no
divulgar a terceras personas, cualquier información (técnica, comercial o de
cualquier otra índole) y/o cualquier documento incluido en la Franquicia y que
pertenezca al Franquiciante y a los cuales tengan acceso por la ejecución o el
desarrollo de este Contrato y que llegue a ser de su conocimiento por razón de este
Contrato o por cualquier otra razón.
Las Partes sólo utilizaran dicha información apegándose a los términos de este
Contrato.
Cuando el Franquiciatario desee utilizar información en forma total o parcial, para la
publicación de algún artículo, conferencia o cualquier otro evento, el Franquiciatario
deberá solicitar autorización previa por escrito al Franquiciante.
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El Franquiciante deberá responder dentro de un plazo que no exceda de 20 (veinte)
días, comunicando su autorización, reservas o rechazo sobre la información
contenida en el artículo, conferencia o cualquier otro evento. Una vez que dicho
período de tiempo ha concluido sin respuesta, deberá entenderse que la solicitud fue
autorizada en forma tácita.
La obligación de confidencialidad por parte del Franquiciatario, deberá ser
mantenida por un período de 5 (cinco) años con posterioridad de la terminación del
presente Contrato.
10.- Publicidad.- Reconociendo el valor de la publicidad y la importancia de la
estandarización de los programas publicitarios de mercadotecnia para la promoción
y difusión de los servicios otorgados del Sistema, las partes están de acuerdo en lo
siguiente:
a) El Franquiciatario deberá desarrollar periódicamente programas de publicidad
local, así como de promoción de ventas y difusión, estructurados, para dar a conocer
los servicios ofrecidos en el establecimiento y asimismo, cumplir con los
lineamientos que determine el Franquiciante.
b) El Franquiciatario deberá proporcionar al Franquiciante los materiales
promocionales de publicidad local aprobados, que hayan sido publicados así como
los desplegados en los diarios, hojas promocionales y cupones.
11.- Acuerdo de no competir.- El Franquiciatario, se obliga a que durante la vigencia
del presente Contrato y durante 2 (dos) años siguientes a la terminación del mismo,
a que todos y cada uno de sus accionistas y empleados, no tendrán ninguna
participación directa o indirecta, en la propiedad, operación y licenciamiento de
cualquier negocio similar al contemplado en este Contrato, ni poseerán,
administrarán, asesorarán o de cualquier otra forma intervendrán en la inversión o el
funcionamiento de cualquier otro establecimiento que preste servicios iguales o
similares a la comercialización de productos de la Franquicia, Objeto del presente
Contrato.
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12.- Independencia de los contratantes.- Queda entendido y aceptado por las Partes,
que ambas son contratantes independientes y que la celebración del presente
Contrato no convierte a ninguna de las partes en agente, representante, mandatario,
socio, empleado o dependiente de la otra. En esta virtud, ninguna de las Partes
tendrá responsabilidad laboral ni de ninguna otra índole, frente a los trabajadores de
la otra Parte.
13.- Personal del Franquiciatario.- El Franquiciatario acepta y reconoce que el
personal contratado con motivo de la Franquicia, no tendrá ninguna vinculación o
relación laboral con el Franquiciante.
14.- Impuestos.- Cada una de las Partes se compromete a cubrir los impuestos que
conforme a la Ley de cada país les correspondan, por ingresos derivados de este
Contrato, liberando a la otra parte de cualquier responsabilidad al respecto.
15.- Seguros.- El Franquiciatario deberá obtener, dentro de los 30 (treinta) días
naturales posteriores a la apertura del establecimiento y mantener vigentes durante
la vigencia del presente Contrato los seguros que cubran las siguientes
contingencias:
a) Incendio, terremoto y pérdidas consecuenciales.
b) Responsabilidad civil por actividades e inmuebles.
c) Robo con violencia y asalto, roturas de cristales, dinero y valores.
d) Cualquier otro seguro en las cantidades que resulten razonablemente requeridas
por el Franquiciante y que sean recomendables para la mejor operación del
establecimiento.
16.- Cesión de derechos y obligaciones.- El Franquiciatario no podrá ceder,
transmitir, enajenar, donar, gravar o de cualquier otra forma modificar sus
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obligaciones y derechos establecidos en el presente Contrato, sin contar con la
aprobación previa, expresa y por escrito del Franquiciante.
17.- Incumplimiento, medidas correctivas, sanciones y penas convencionales.- El
Franquiciatario acepta y concede el derecho que le asista al Franquiciante para
ejercer todas las sanciones y medidas correctivas a que se refiere la presente
Cláusula.
Si el Franquiciatario incumple el presente Contrato se hará acreedor a una pena
convencional equivalente a la última regalía mensual pagada al Franquiciante
multiplicada por ____ (___) veces, cuando la operación del establecimiento se vea
interrumpida por más de diez días naturales, como consecuencia de violaciones a
las disposiciones sanitarias de seguridad, funcionamiento y/o cualquiera otra
regulación gubernamental y/o administrativa del país en que se ubique la Franquicia,
en caso de incurrir por segunda ocasión causará rescisión del presente contrato sin
responsabilidad para el Franquiciante.
Independientemente de lo anterior, en los casos de incumplimiento de cualquier
Cláusula del presente Contrato, el Franquiciante enviará al Franquiciatario un aviso
de incumplimiento. Si el Franquiciatario incumpliera de nuevo con la misma o
cualquier otra obligación a su cargo, el Franquiciante aplicará una pena
convencional equivalente a __________; en caso de que el Franquiciatario incurra
en una tercera violación, éste será sancionado con una pena convencional
equivalente a ____________ apercibiéndole además que de continuar sus
incumplimientos le será rescindido el contrato en el caso de una nueva violación sin
necesidad de declaración judicial previa.
18.- Rescisión por incumplimiento.- El Franquiciante podrá dar por rescindido el
presente Contrato cuando el Franquiciatario incurra en cualquiera de las causales de
incumplimiento señaladas en el presente Contrato, en cuyo caso la rescisión operará
de pleno derecho sin necesidad de resolución judicial previa alguna y sin ninguna
responsabilidad para el Franquiciante.
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19.- Terminación anticipada.- El Franquiciante podrá dar por terminado este Contrato
en cualquier momento después de ___ (___) año de la fecha de inicio de su
vigencia, siempre y cuando le notifique por escrito de su terminación al
Franquiciatario por lo menos con ___(____) días antes de la fecha efectiva de
terminación o en cualquiera de los siguientes supuestos:
a) Si el Franquiciatario se volviere insolvente, y se le declare en quiebra o realizare
una transferencia a beneficio de sus acreedores, sin autorización del Franquiciante.
b) Si el Franquiciatario fuere declarado en huelga y dicho emplazamiento no se
dejare sin efectos dentro de los 30 (treinta) días hábiles siguientes a este evento.
c) Si el Franquiciatario fuere multado por infringir cualquier disposición legal o su
negocio fuere clausurado por dicho motivo durante más de ___ (_____) días hábiles.
d) Si los accionistas originales dejaren de ser accionistas mayoritarios del
Franquiciatario y el Franquiciatario no hubiere comunicado esta circunstancia para
efectos de la aprobación expresa por escrito del Franquiciante.
e) Si el negocio dado en Franquicia permaneciera cerrado por cualquier causa (salvo
fuerza mayor) durante ____ (____) días naturales consecutivos.
f) Si el Franquiciatario no abriere el negocio al público, dentro de los ___ (___) días
naturales contados a partir de la fecha de firma de este Contrato.
20.- Fuerza mayor.- En caso de fuerza mayor, la Parte afectada se verá relevada del
cumplimiento de sus obligaciones en tanto persista la causa de fuerza mayor. Las
Partes podrán convenir las medidas de emergencia que tomarán de común acuerdo
y en forma provisional, hasta en tanto, deje de existir la causa que la originó.
21.- Vigencia.- Este Contrato entrará en vigor a partir de la fecha de firma del mismo.
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22.- Notificaciones.-Toda notificación que deba enviar una parte a la otra, deberá
dirigirse a las personas y direcciones que a continuación se señalan, recabando el
acuse de recibo correspondiente.
El Franquiciante:
Domicilio: SAN LUIS MISOURI NO. XXX ESTADOS UNIDOS DE AMERICA.
Teléfono no.: XXXXXX.
Fax numero: XXXXX.
Correo electrónico no: XXXXXX.
El Franquiciatario:
Domicilio: BARCELONA ESPAÑA.
Teléfono no.: XXXX.
Fax numero: XXXX.
Correo electrónico no: XXXX.
Todos los avisos y notificaciones que deban hacerse las Partes en relación con este
Contrato deberán ser por escrito a través de mensajería especializada, correo, fax,
incluso correo electrónico, con acuse de recibo a los domicilios antes mencionados o
a cualquier otro domicilio que con posterioridad pudieren señalar las Partes,
pudiendo efectuar avisos y notificaciones verbales, siempre y cuando tales avisos
y/o notificaciones sean confirmados por escrito dentro de las 24 (veinticuatro) horas
siguientes al aviso a confirmar, para efectos de su validez.
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23.- Legislación aplicable.- En todo lo convenido y en lo que no se encuentre
expresamente previsto, este contrato se rige por las leyes vigentes de ESPAÑA y en
su defecto, por los usos y prácticas Comerciales Internacionales reconocidas por
éstas.
24.- Arbitraje.- Las Partes convienen en que todas las controversias que deriven de
este Contrato o se relacionen con la ejecución del mismo, serán resueltas
definitivamente por la Comisión para la Protección del Comercio Exterior de
ESPAÑA, auspiciada por el Banco Nacional de Comercio Exterior, S.N.C., a través
de la conciliación o el arbitraje, de conformidad con lo dispuesto en el Reglamento
de Procedimientos de la Comisión de Arbitraje Comercial (CIAC). El lugar del
arbitraje será en la Ciudad BARCELONA ESPALA, y el idioma que se utilizará en el
procedimiento será el INGLES.
Se firma el presente contrato en la Ciudad de BARCELONA ESPAÑA a los días
_____ del mes de _______ de2013.
______________________ ______________________
El Franquiciante. El Franquiciatario.
