INSTITUTO TECNOLOGICO

DE CULIACAN

FINAL PROJECT.
PROPOSAL FOR A NEW POINT OF SALE.

MEMBERS:

GARCIA LOPEZ RUBEN INES.

IMPERIAL PEÑA MARCO CESAR.

PEÑA NORIEGA RICARDO.

RAMOS TRUJILLO JAIRO JAZZIEL.

RODRIGUEZ HERNANDEZ JORGE GUILLERMO.

CARRER:

Engineer in business management

TEACHER:

JUDITH KARINA LOPEZ NARIO

MODULE:

MARKETING INFORMATION SYSTEMS

CLASSROOM:

UA01

DATE OF DELIVERY:
06/05/2019.
 INDEX
Project name……………………………………………………………..…3
Company´s Logo…………………………………………………………. 3
Introduction……………………………………………………………….. 4
Company´s Background…………………………………………...5 – 10
Definition of the research problem………………………………..… 11
SWOT Analysis……………………………………………………….… 12
Theoretical Framework……………………………………………. 13 – 18
Exploratory and/or Descriptive research…………………….……. 19
Qualitative and/or Quantitative research…………………….……. 19
General Objective …………………………………………………….. 19
Hypotheses………………………………………………………………20
Information requirements and data resources...………………… 20
Methods and techniques of information gathering……………... 20
Sample procedure…..………………………………………………… 20
Project budget…………………………...……………………………...21
Project schedule……………………………..……………………….. 21
Bibliography………..………………………………………………… 22

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GRUPO MODELO MARKET RESEARCH PROPOSAL

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 INTRODUCTION:

As part of this investigation, a proposal was made for a new point of sale for the
brewery model group, it was noted that it does not have enough branches within the
city of Culiacan Sinaloa, so a new strategy was developed to cover the problems
encountered, also the scope of the promotion that the company has. It was observed
that, throughout their trajectory as a brewery they managed to manage well within
the competitive market but, therefore, the competition has also been able to defend
itself, in which the brewery model group has to compete with these companies, for
example. What is Tecate the competing company here in the city of Culiacan, whose
model had to realize new strategies to cover the needs of the clients that are the
greatest potential for the increase in sales and obtain more benefits and profits. 171
surveys were conducted in the Guadalupe Victoria colony located in the city of
Culiacan, to know the behavior of the segment that showed how many people visit
the brewery model group. It was also observed if it is really necessary to open new
points of sale in said colony and development of new strategies to cover the
promotion, in the survey that was applied it was shown that the Tecate brewery is
more consumed by users of 18 years and older, because Grupo Modelo does not
have enough branches in the city and also because they do not have promotions in
these products. A budget was made showing the costs and expenses that the
company needs to cover with the implementation of a new branch and promotions.

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 Company´s Background
1925
Cervecería Modelo opens in Mexico City.

1928
The sale of Modelo and Corona beer brands amounts to 8 million bottles

1930
The Negra Modelo beer brand is launched on the market.

1933
The first exports are made sporadically to the United States.

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1935
The Compañía Cervecera de Toluca y México, manufacturer of the Victoria and
Pilsner brands, is acquired.

1943
The advertising slogan is used: "And twenty million Mexicans can not be wrong."

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1954
Modelo acquires the Cervecería del Pacífico, in Mazatlán, Sinaloa, and La Estrella
Brewery in Guadalajara, Jalisco.

1960
Modelo acquires the Cervecería Modelo del Noroeste, in Ciudad Obregón, Sonora.

1966
Enter the Special Model market, the first beer with a tin can.

1979
The Cervecera del Trópico Company was built, located in Tuxtepec, Oaxaca, which
began operations in 1984. The company Cebadas y Maltas was founded in

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Calpulapan, Tlaxcala.

1981
The company Inamex de Cerveza y Malta is created in Texcoco, State of Mexico.

1984
The Tuxtepec plant, Compañía Cervecera del Trópico, was inaugurated and began
operating with the manufacture of the León and Montejo brands.

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1985
The first shipments of beer are made to Japan, Australia, New Zealand and some
European countries.

1990
Corona reaches countries such as Hong Kong, Singapore and Greece, as well as
traditionally brewing countries such as Holland, Germany and Belgium.

1997
The Zacatecas plant, Compañía Cervecera de Zacatecas, the largest brewer in the
world, begins operations.

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2013
Grupo Modelo is part of AB - InBev, the largest brewing company in the world.

2015
Grupo Modelo announces the construction of its seventh brewery plant located in
the Municipality of Hunucmá, Yucatán, and announces the expansion of its malting
plant in Zacatecas to increase capacity by 125,000 tons per year.

2017
Cervecería Yucateca is inaugurated, located in the Municipality of Hunucmá,
Yucatán, with a capacity of 7 million hectoliters per year and potential expansion to
15 million hectoliters. The construction of the eighth brewery plant located in the
Municipality of Apan, Hidalgo is announced.

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 RESEARCH PROBLEM:

In this research we will study the model company that is responsible for producing
and distributing your product to different parts of the city of Culiacan Sinaloa, we will
attack the part of the square and distribution of new points of sale (branches) that
can help the company to Increase your sales, also supporting the rules that exist to
implement a new branch within the market, with the help of the National Institute of
Statistics and Geography (INEGI) we can see where part of the city of Culiacan
Sinaloa would be good to put a point of sale new (branch) where you can grow within
the market and can compete with competitors around, also see in which areas it is
convenient to continue establishing new points of sale.
also with the help of promotions that can be implemented in order to have high-
power sales points and thus be able to attack the nearby competitors of each
branch, so that the company can grow more and own itself very well in the market.

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 SWOT Analysis
Strength
➢ Has the necessary real estate for the storage and distribution of beer.
➢ It has insured its plants, warehouses and offices against fire, tremor, theft.
➢ modernization and constant construction of your plants
➢ Beer exports continue with a positive trend
➢ good publicity
➢ be the best selling and imported brand of Mexico
➢ quality and years of experience in flavor
Opportunities
➢ Take advantage of new challenges and the opportunity that globalization
offers as well as commercial agreements
➢ be the number one in the world
➢ branched organization throughout the national territory
➢ Broadcasting and television are a great marketing impulse for the company
➢ obtaining new technologies
Weaknesses
➢ Emergence of demand due to quality defect
➢ Salaries not according to the production of the company
➢ Bureaucratization in the decisions of the company
➢ not worry about the environment
➢ on holidays there are shortages or lack of production
Threats
➢ reduction of alcoholic beverage consumption established by the government
due to various accidents
➢ constant increase in product prices due to inflation
➢ increase in production costs
➢ the growth of another brewery and the majority liking of the people towards
this
➢ Government changes

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 Theoretical framework

The location of the company

The geographical location of the company in a specific locality, municipality, area

or region is a strategic decision. Said decision will depend on certain factors that
may favor or harm the present and future economic activity of the company.

When choosing the specific location of the premises we must take into account
the surface, its distribution in plant, its cost and form of acquisition (rent,
purchase, leasing), the regulations that may affect it, as well as possibilities for
future expansion.

Location in a population

The first decision that must be taken to choose the most suitable location for a
business is to determine the population where it will be located, for which it is
necessary to carry out a detailed study of some factors, among which are:

• Proximity to the market and customers, distance to areas of influence such as

commercial areas, population density, population pyramid by age, income level
of residents as well as the level of education or training.

• Provision of services and industrial area, water supply, electricity and

telephone, as well as the necessary infrastructure for the type of company to be
implemented.

• The possibilities of access to raw materials and buyers, proximity to suppliers

as it facilitates and reduces the costs of provisioning derived from transport.

• The unemployment rate, availability of skilled labor, as well as the possibilities

of subcontracting.

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• Economic and fiscal aid, subsidies, as well as incentives from the Administration
for the creation of businesses in the municipality.

Choice of neighborhood or areaAfter having determined the city, we must

choose the neighborhood where we will locate the company. For what will be
necessary to study certain aspects such as the intensity of competition and
number of competitors.In addition, we must assess other factors such as the
possible responses or reactions of competitors before the entry of a new
business, as well as the business strategies developed by the establishments in
the area. That is to say, to value if it is competed via prices or via differentiation
and to verify that the strategy of our company fits and can cope with these.
(Mendoza, 2007) https://www.emprendepyme.net/factores-de-localizacion-de-
una-empresa.html.

The most appropriate location

At the time of determining the specific location of the trade, within the city and
the chosen neighborhood, the first thing we must select is the type of location we
want among the three existing options: Isolated local, commercial area or
shopping center. In addition, we must analyze factors related to the premises
such as: Local available, as well as number of parking spaces, visibility, pleasant
architecture and good lighting since all will determine the ability to attract
attention to the trade. Cost, surface and structure of the establishment, cost of
conditioning for the start-up of the business, and communications,
infrastructures, width of the road and sidewalk, soil conditions, if it is a garden
area, etc.

Pedestrian traffic, since the more busy the street where the store is located, the
more likely the business will be visited. For consumers to be able to buy, it is
necessary that they have the possibility to travel to the store, so public transport
is a positive factor. The different possibilities must be studied (bus, taxi, etc.).

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Road traffic, state of the roads, the existence or not of traffic jams, if it is a one-
way street, the different access roads, etc ... Urban legislation. Number of
competitors in the vicinity.

The more competitors there are in an area, the tougher the competition will be
and the lower the margins will be. Number of non-competing stores. The more
stores there are in the vicinity, the more buyers will approach increasing the
probability of selling the business. (Camara Santa Cruz de Tenifre, s.f.)

Commercial location factors The commercial aspect is vital for companies in

the services sector, which depend exclusively on where they are located and the
accessibility that establishments have for their clients.

Cost of the establishment: the best locations are the most expensive and, in
addition, you have to count on the amount of money that the reform can cost.

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Proximity to demand: being close to the demand and our target is essential so
that they can reach us. Being close to customers is the best way to get us elected.
(Gonzales Moreno, 2004)

Visible Local: the importance of visibility is such that a business that is difficult to
find or that does not stand out can cause a consumer to not meet their needs.

Communications and ease of access: this aspect is fundamental for companies,

since if it is difficult to access them, customers can opt for other options.

Complementary activities: if there are other types of activities around our

company, it can help, and much, increase the number of clients in our business.

Finding the right business location is essential for its viability and to be able to
manage it correctly. Before creating a company, it is necessary to attend to the
location factors of a company to find the right place. (Sapiens Iribe)

The location: key to success

The location of the business and the characteristics of the space in which it is
installed, be it commercial premises, office or warehouse, can play a decisive
role in the competitive position and the possibilities of success of many self-
employed, especially in sectors such as commerce or tourism. .

In this article we analyze the factors that you should consider when choosing the
location of your business and those related legal procedures: lease agreement
and opening licenses and works.

What should I value when choosing my location?

Rent or purchase?

The lease for a business

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 The opening license

The building permit

What should I value when choosing my location?

Many freelancers do not give the choice of their location the importance it
deserves. The lack of time and resources prevents them from deepening enough
and unfortunately in many cases, time shows that the choice was not the most
appropriate.

There are too many self-employed people who, frightened by the price of rents
in the main streets, opt for locals in little-traveled streets, which leads them to a
hard survival in the best of cases. You should evaluate if you prefer to bet on the
right place for success and close after 6 months if the business has not worked,
or choose a location that does not stifle you but does not allow you to achieve
your business and income objectives.

You should assess if the chosen location will help you maximize your benefits.
For each possible location that you consider, reflect on the following issues:

Proximity, attractiveness and ease for customers.

These aspects influence your ability to attract customers so you must analyze in
which area of your population you should be located and if it compensates a
street or area of high traffic of people or vehicles and a very attractive location.
You should also assess the ease of access and parking that the client has to
reach your location and the expected evolution of the chosen area.

Presence of competition.

In principle it is important that there is no competitor in the area of influence but

sometimes, the sum of competitors benefits everyone since this is an attraction
pole for clients from all over the city, as is the case with the concentration of shoe
stores in the area centric of many populations or with the establishments of
feeding and articles for the home near markets and hypermarkets.

Proximity to suppliers.

It can help reduce transport costs or use raw materials in better conditions, such
as in agriculture. Sometimes the ease of obtaining certain supplies also
influences: electricity, water, internet, telephone. Or schedules and loading and
unloading areas.

Communications

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Access to large infrastructures (ports, airports, rail lines) and roads can be
essential for the operation of the business. You must assess the ease of access
for your customers.

Characteristics of the chosen space.

Check that the space complies with the legal regulations and the necessary
security measures, which allows a correct development of your activity, which
has good access and is well connected. And do not forget to assess in detail the
reforms you need to make, the installation costs and the possibility of expanding
the space in the future.

Legal and institutional factors

They are related to the specific regulation of certain activities, such as restricting
the opening of bars in the center of numerous cities. They can also influence the
existence of subsidies or the attitude of the Administration to the business.

Rent or purchase?

The normal thing is to start renting due to the financial limitations of the great
majority of the self-employed. This also allows to check the viability of the
business before opting for the purchase. The purchase decision can come once
the business is settled or for speculative reasons before a good real estate
opportunity. (Infoautonomos, 2010 - 2019)

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 Research Desing
EXPLORATY RESEARCH:

On the hypothesis that we have implemented within this investigation, we could see
more about the problem of the place and the distribution that we have studied, with
the help of the company we provide all the necessary information. To implement the
strategies you need to put new points of sales.
Our investigation was explored because an interview was made to the people who
live in the Colonia Victoria victory in the city of Culiacan Sinaloa that our products
and the customers of the competition to know the opinion of each of them and where
we could improve and see how Attack the problem of the place and the distribution.
Also, with the help of the different parties, help can be given to be able to excavate
the problem better and be able to attack correctly

CUANTITATIVE AND CUALITATIVE RESEARCH:

We identified our best existing and possible sales points, we used both methods, in
the quantitative method in which we used statistical techniques and, in general, the
mathematical language, since they were studies that pointed to the measurement.
First, we depend on the numbers of our company and which of the Modelorama
branches in the area of Culiacan Rosales, have less sales to determine the problem
and find ways to solve it, in extreme cases close them and in turn, which are the
sales points With higher sales to know if we could implement something to increase
sales, we used the INEGI page to locate the number of our direct competitors in
certain square meters to know what level of threat they represent. In the qualitative
method we use the INEGI page again to locate our Modelorama stores to know their
distribution and, therefore, to know if they are at a prudent distance from each other
so that they do not affect each other. We also use to know where our direct
competitors are and where we could apply surveys in those areas to know if it is
viable to implement one of our Modelorama stores.

Overall objective
Position new points of sale in the city of Culiacán and be on par with the
competition.
Specific objectives
• Conduct surveys
• implement a distribution plan

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 Hypotheses
H0 = The company does not need any more model in the Culiacan sector, since it
has 43 branches that can be auctioned to the population and it is not a risk for the
company's competition, besides being in the level of sales and preference in the
market.
H1 = We observe the data obtained through the accounts as the results of INEGI,
Bank of Mexico, treasury, etc. It is necessary to increase the number of Modelorama
in Culiacan, since they are only 43 and have 113 points of sale. There is talk of more
than double the number of branches, which tells us that the opposite company has
more scope and, to change it, we will locate new points of sale in several areas of
the city to minimize the great difference that exists.

Sources of secondary sources

1. INEGI
2. Secretariat of financie and Public credit
3. Bank of mexico
4. Tourism Secretariat
5. Secretariat of economy
Meth and thech of info gath

The observation method is used to identify how people react when they have to open
a new branch and what is their interest, as well as the answers and statistics to
obtain the most accurate and appropriate data to see if the proposal That area is
viable.
Sample Procedure

The qualitative and quantitative method that uses open and closed questions is used
to conduct surveys based on a formula.

n=1.6452(0.5)(0.5)(1928) / 0.062(1928-1)+1.6452(0.5)(0.5) = 171

N=1928

E=0.06

Z=90%=1.645

P=0.5

Q=0.5

n=171

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To obtain an average of the saying where it was investigated.

Project Budget

Stationery -------------------------------------------------------------------------- 500 $

Economical support ------------------------------------------------ 250 C/u x5 =1250$

Food --------------------------------------------------------------------------------- 500 $

Transport --------------------------------------------------------------------------- 300 $

Internet ----------------------------------------------------------------------------- 500 $

Total ------------------------------------------------------------------------------ 3050 $

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Project Schedule

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 Bibliography

https://www.gmodelo.mx/es

https://www.inegi.org.mx/

https://www.emprendepyme.net/factores-de-localizacion-de-una-empresa.html

http://www.creacionempresas.com/planteamientos-previos-a-la-eleccion-de-negocio/la-
ubicacion-de-la-empresa

Localización de empresas: de la teoría a la práctica apegada al terreno

Factores de localización y dimensión de la empresa - Ecobachillerato

https://upcommons.upc.edu/bitstream/handle/2099.1/6368/06.pdf?sequence=7
&isAllowed=y

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