Análisis de la comercialización de bebida energizante vive 100 sector microempresa Orellana
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2017-09-12
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Universidad de Guayaquil. Facultad de Ciencias Económicas
Resumen
En el desarrollo de la investigación, la compañía Quala S.A incorpora en su red de consumo la marca Vive 100, franquicia de la misma compañía en Colombia, su estrategia comercial es incorporar canales de distribución en zonas estratégicas y expandir su producto a través de comercialización directa en calles, en la búsqueda de franquiciadores es así, como se crea la microempresa sector Orellana primera sucursal en el norte de Guayaquil. Se ha observado que al invertir en una organización de empresas de bebidas energizantes, resulta viable en el corto plazo, pero no logra ser un negocio rentable para pequeños inversores. Al efectuar este análisis para lograr expandir la microempresa Orellana se debería llegar a un convenio con la compañía de la marca Vive100 para que el administrador tenga una mayor participación en las estrategias de comercialización y ventas
In the development of the research, the company Quala SA incorporates into its consumer network the brand Vive 100, franchise of the same company in Colombia, its commercial strategy is to incorporate distribution channels in strategic areas and expand its product through direct marketing in the streets, in the search for franchisors, this is how the micro-enterprise sector Orellana is created, the first branch in the north of Guayaquil. It has been observed that when investing in an organization of energy drinks companies, it is viable in the short term, but it does not manage to be a profitable business for small investors. When carrying out this analysis to achieve the expansion of the Orellana microenterprise, an agreement should be reached with the Vive100 brand company so that the manager has a greater participation in marketing and sales strategies
In the development of the research, the company Quala SA incorporates into its consumer network the brand Vive 100, franchise of the same company in Colombia, its commercial strategy is to incorporate distribution channels in strategic areas and expand its product through direct marketing in the streets, in the search for franchisors, this is how the micro-enterprise sector Orellana is created, the first branch in the north of Guayaquil. It has been observed that when investing in an organization of energy drinks companies, it is viable in the short term, but it does not manage to be a profitable business for small investors. When carrying out this analysis to achieve the expansion of the Orellana microenterprise, an agreement should be reached with the Vive100 brand company so that the manager has a greater participation in marketing and sales strategies
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FRANQUICIA, COMERCIALIZACIÓN, MICROEMPRESAS, BEBIDAS