Paneya panela a tradition in the market

Luisa Karina merchan Briceño

Final project

Sena sofia plus

2022

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Dedication

The research working group wishes to thank first of all God for being the guide in every step

we take in our career and for giving us the opportunity to belong to the career, our parents, and

relatives for their support and understanding during the theoretical stage of work, our beloved

Parents for their love and faith in the future of their children. To our teachers who guided us and

imparted their knowledge during our academic training

"The researcher suffers the disappointments, the long months spent in the wrong direction, the

failures. But failures are also useful, because, well analyzed, they can lead to success. And for the

researcher there is no joy comparable to that of a discovery, however small..." (Alexander Fleming)

Thanks

We appreciate the support and provision of information to the

Productos Paneleros Panelate S.A.S especially to its owners Mr. Alberto Alvarez Besada and Mrs.

Magda Lara who were ready to provide the necessary information to develop the project on the first

Panelatería in Colombia.

We appreciate your vote of confidence with the Foundation's work team

Pan American University

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Declaration

The authors certify that the present work is of their authorship, for its elaboration the rules of

citation type APA, of textual sources and of paraphrasing have been respected in the same way as the

citations of quotations and it is declared that no textual copy exceeds 400 words. Therefore, no form

of plagiarism has been incurred, neither by similarity nor by identity. The authors are responsible for

the content and the judgments and opinions issued.

Interested parties are authorized to consult and partially reproduce the content of the research

work entitled PANEYA, PANELA A TRADITION IN THE

MERCADO, provided that the respective bibliographic citation is made that gives credit to the work,

its authors and others.

Researchers:

Nicole Olmos _ ___

Karen olmos _________________________________

Luisa merchan ___

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Table of Contents

Dedication............................................................................................................................................3
Acknowledgements.............................................................................................................................4
Declaration...........................................................................................................................................5
Researchers:.........................................................................................................................................5
Table of Illustrations..........................................................................................................................10
Index of Annexes................................................................................................................................11
Summary............................................................................................................................................12
Keywords............................................................................................................................................13
Abstrac...............................................................................................................................................14
Keywords............................................................................................................................................15
Introduction.......................................................................................................................................16
Question....................................................................................................................................Issue 18
Justification........................................................................................................................................19
Project..............................................................................................................................Objectives 20
General objective........................................................................................................................20
........................................................................................................................................................
Specific objectives.......................................................................................................................20
........................................................................................................................................................
Chapter 1............................................................................................................................................21
Marco Referel....................................................................................................................................21
1.1 Background...........................................................................................................................21
........................................................................................................................................................
1.1.2 Panela................................................................................................................................24
........................................................................................................................................................
1.1.2.4 Panela production in Colombia..........................................................................................26
.............................................................................................................................................................

1.1.3 Consumption of Healthy Beverages..................................................................................28

........................................................................................................................................................
1.1.4 Brand Analysis...................................................................................................................29
........................................................................................................................................................
Conceptual Framework......................................................................................................................32

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 1.2 The Market...........................................................................................................................33
........................................................................................................................................................
1.2.1 Product mix.......................................................................................................................33
........................................................................................................................................................
1.2.3 Product..............................................................................................................................34
........................................................................................................................................................
1.2.4 Market concept.................................................................................................................36
........................................................................................................................................................
1.2.6 Market classification..........................................................................................................37
........................................................................................................................................................
1.2.8 The importance of category...............................................................................................38
........................................................................................................................................................
1.3 Positioning.............................................................................................................................39
........................................................................................................................................................
1.3.1 Second Market Positioning................................................................................................40
........................................................................................................................................................
1.3.2 Brand and Product Positioning.........................................................................................42
........................................................................................................................................................
1.3.4 Positioning Strategies.......................................................................................................43
........................................................................................................................................................
1.4 Consumer description (Segmentation, Target Group and Profile)......................................44
........................................................................................................................................................
1.4.1 Geographic segmentation.................................................................................................44
........................................................................................................................................................
1.4.2 Demographic segmentation..............................................................................................45
........................................................................................................................................................
1.4.3 Pictographic segmentation...............................................................................................45
........................................................................................................................................................
1.4.4 Frequency segmentation of use........................................................................................46
........................................................................................................................................................
1.4.6 Archetypes........................................................................................................................46
........................................................................................................................................................
Glossary..............................................................................................................................................47
1.5 Panelatería...........................................................................................................................47
........................................................................................................................................................
1.6 Pan........................................................................................................................................47
........................................................................................................................................................

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 1.7 Trapiche................................................................................................................................48
........................................................................................................................................................
1.8 Oligopoly..............................................................................................................................48
........................................................................................................................................................
Chapter 2............................................................................................................................................49
Methodological Design......................................................................................................................49
2.1 Type of study............................................................................................................................49
.............................................................................................................................................................

2.2 Working hypothesis.................................................................................................................50

.............................................................................................................................................................

2.4 Research method.....................................................................................................................53

.............................................................................................................................................................

2.5 Instruments..............................................................................................................................53
.............................................................................................................................................................

2.6 Procedure.................................................................................................................................55
.............................................................................................................................................................

Chapter 3............................................................................................................................................57
3.1 Results.......................................................................................................................................57
.............................................................................................................................................................

3.1.2 Analysis of the brand category.........................................................................................59

........................................................................................................................................................
3.1.3 Positioning and consumer analysis...................................................................................60
........................................................................................................................................................
3.1.4 Brand analysis...................................................................................................................61
........................................................................................................................................................
3.2 Analysis Expert Interview.........................................................................................................62
.............................................................................................................................................................

3.2.1 Stage / Phase 6: Category.......................................................................................62 Maps

........................................................................................................................................................
3.2.2 Stage / Phase 7: Analysis of categorical maps..................................................................65
........................................................................................................................................................
3.3 Analysis Interview Manager Panelate.....................................................................................67
.............................................................................................................................................................

3.3.1 Stage / Phase 6: Creation of categorical maps....................................................................67

........................................................................................................................................................
3.3.2 Stage / Phase 7: Analysis of categorical maps...................................................................69
........................................................................................................................................................

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Chapter 4.............................................................................................................................................72
4.1. Situation Analysis / Macro Environmental and Micro Environmental Factors...........................72
4.1.1 Macro-environmental factors...............................................................................................72
.............................................................................................................................................................

4.1.3 Socio-economic importance.............................................................................................76

........................................................................................................................................................
4.1.4 Market characteristics......................................................................................................76
........................................................................................................................................................
4.2 Micro environmental factors.......................................................................................................78
4.2.1 Culture and organizational climate...................................................................................78
........................................................................................................................................................
4.2.2 Product Analysis................................................................................................................79
........................................................................................................................................................
4.2.3 Corporate image................................................................................................................81
........................................................................................................................................................
4.2.4 Products offered...........................................................................................................by 81
........................................................................................................................................................
4.3 Distribution channels, strategies, costs and Geomarketing..........................................................82
4.3.1 Distribution channel..........................................................................................................82
........................................................................................................................................................
4.3.2 Company strategies...........................................................................................................83
........................................................................................................................................................
4.3.3 Geomarketing....................................................................................................................83
........................................................................................................................................................
4.4 Positioning analysis.......................................................................................................................85
4.5 Competition.................................................................................................................................87
Panelate and the competition.......................................................................................................95
.............................................................................................................................................................

Competitive advantages of Panelate:........................................................................................98

........................................................................................................................................................
4.6 Consumer.....................................................................................................................................99
4.6.1 Market segment................................................................................................................99
........................................................................................................................................................
4.6.2 Potential Market.............................................................................................................101
........................................................................................................................................................

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 4.6.3 Market trend...................................................................................................................103
........................................................................................................................................................
4.7 Market Diagnosis.......................................................................................................................104
4.7.1 Market Matrices...................................................................................................................104
.............................................................................................................................................................

4.7.2 Identify Problem..................................................................................................................105

.............................................................................................................................................................

4.7.3 Problem statement.............................................................................................................106

.............................................................................................................................................................

4.8 Sales history...............................................................................................................................106

4.8.1 Sales Share..........................................................................................................................106
.............................................................................................................................................................

4.8.2 Sales Goals...........................................................................................................................107

.............................................................................................................................................................

4.8.3 Comparative Analysis between Equal Periods...................................................................108

.............................................................................................................................................................

4.9 Strategies...................................................................................................................................109
5.1 Management indicators...........................................................................................................114
.............................................................................................................................................................

4.9.1 Success Criteria....................................................................................................................114

.............................................................................................................................................................

4.9.2 ROI........................................................................................................................................115
.............................................................................................................................................................

4.9.3 Market Share........................................................................................................................115

.............................................................................................................................................................

4.9.4 Recall............................................................................................................of Trademark 115

.............................................................................................................................................................

4.9.5 Other Measures...................................................................................................................115

.............................................................................................................................................................

Conclusions......................................................................................................................................117
Recommendations...........................................................................................................................120
Bibliography.....................................................................................................................................121

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1
Table of illustrations

Figure 1. Degenerate type, Survey results........

Figure 2. Age Range and Occupation, Survey Results............ 48

Figure 3. Panela products you know, Survey results........ 48

Figure 5. As PANEYA learned, Survey Results........

Figure 6. Reason why he frequents PANEYA, Survey Results................

Figure 7. What motivates you to consume panela, Survey result.................... 50

Figure 8. Positive Aspects of PANEYA, Survey Results................ Difference with the competition,

Survey results........ 52

Figure 10. Catching the eye of PANEYA products, Survey Results................... 52

Figure 11.Reason Why You Consume Panela, Survey Results............

Figure 12. Habit of consumption of panela, survey results........

Figure 13. Inclusion of panela in cafeterias, Survey results.................... 54

Figure 14. Level of satisfaction with the brand, survey results............ 55

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Annex Index
Annex 1 Survey instrument........ 70
Annex 2 Interview instrument....................................................................

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Summary

Colombia is currently the first consumer of Panela in the world and the second producer after

India. The agro-industry panelera is the second generator of rural employment after coffee.

The Panela market and the transformation of this product are evolving in the market of our

country, to the point of creating the first store specializing in Panela-based beverages. The first

Panelatería allows consumers to have other healthy beverage options in everyday life than in a

metropolis such as the city of Bogotá. This is how the group decides to carry out the research of the

Panelate brand, which is an innovative and new project in the market. Becoming a new challenge for

the research team due to the novel proposal generated by the brand to the local market in the city of

Bogotá.

It is proposed to integrate the efforts coming from the knowledge acquired during the years of

study to develop proposals that allow the improvement of the positioning of the brand by previously

carrying out a methodological research work, seeking to understand the company with its strengths

and weaknesses and investigate more about the current perception of the consumer and the reflection

of the image of the brand towards its target market

Keywords

Panela, paneyaría, shop, drinks, farmers, sweeteners, proteins, vitamins, sugar, sugar cane,

mill

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Abstrac

Colombia today is the first consumer of Panela in the world and the second largest producer

after India. The agro-industry is the second panela rural employment generator after coffee.

Panela market and the transformation of this product are evolving in the market of our

country, to the point created the first specialized Panela based drinks shop. The first Panelatería

allows consumers to have other healthy drink options in everyday life that a metropolis such as

Bogota. This is how the group decides to carry out research Panelate brand, which is an innovative

new project on the market. Becoming a new challenge for the team of investigative work because of

the new proposal generated by the brand to the local market in the city of Bogota.

It aims to integrate efforts from the knowledge acquired during the years of study to develop

proposals to improve the positioning of the brand previously carrying out an extensive methodological

work, seeking to understand the company with its strengths and weaknesses and find out more about

the current perception consumer and reflection of the image of the brand to your target market

Keywords

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 Panela, paneyaría, shop, drink, peasants, sweeteners, protein, vitamins, sugar, sugar

cane,trapiche.

Introduction

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 Currently in the daily life of a city, you can find different alternatives of cafeteria-type

businesses that offer hot or cold drinks, they can be found of all types and all sizes, the most popular

are based on coffee either cold, hot, slush or in different presentations, but do not forget the products

that large stores have brought to the market, such as tea drinks, smooties, frapes, smoothies and other

drinks that today we can find in this wide market.

There is a drink that has accompanied us for several decades in the country and from which a

large majority of the Colombian population has taken it, Panela water. A simple, basic drink, but with

many nutrients and preparation possibilities, that is why in this document a study was carried out not

only of the product that is panela, but of the PANEYA brand, the first store that offers panela-based

drinks and is focused on highlighting the peasant tradition of our country.

Taking into account that the panelera activity of Colombia according to the Ministry of

Agriculture and Rural Development, is the second most important rural agribusiness after coffee,

generating more than 353,366 direct jobs. So why do we have it so forgotten? Why are panela so

underestimated? Although many Colombians and for hundreds of generations have grown up

consuming this product in different ways,

Why have we left it aside, almost forgotten?

Panela is a food whose only ingredient is sugarcane juice, which makes this a totally organic

and very healthy product. PANEYA foresees a great business opportunity around Panela and the

different developments that are made with this product in the mills of Colombia. The sector of

"cafeterias" with table service, currently lacks differentiating proposals, with clear identity and

PANEYA seeks to meet the needs of consumers looking for healthy, healthy, organic food and who

support the peasant traditions of the country.

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 According to the above, it is important to carry out a study to diagnose brand positioning, the

behavior of the current market, the services offered, as well as the environment and potential that the

brand can generate. Today consumers are bombarded with advertising and if the company does not

focus on the appropriate strategies, it will not gain market share that for Panelate is a factor is very

important for being a new proposal in the category of premium coffee shops in the city

Problem question

How to strengthen the positioning of the company Panelate in the category of healthy drinks in the

town of Chapinero de Bogotá?

Justification

The global food market has been exposed to constant changes that force it to adapt and

reinvent itself by giant steps in very short periods; That is why worldwide consumers are looking

every day for organic and natural foods that provide health benefits. For this reason, many companies

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worldwide have chosen to venture into the market of healthy drinks, finding in the market a wide

variety of products available to consumers.

The consumption of panela has become an immovable tradition and rooted in Colombian

culture, which is why panela has become the main alternative when it comes to replacing sugar, which

increasingly takes a lower position for being an unhealthy product for the body. The youth and family

market is constantly looking for alternatives for the consumption of healthy products, which is why

panela has an important market opportunity that allows it to cover this niche with a new business

model of panela-based beverages, not only for its organoleptic properties, but also for its nutritional

and medicinal properties.

The "PANEYA" project is a business idea that is based on encouraging the consumption of

Panela in the city of Bogotá, centralizing its development in the line of panela-based beverages

preserving the nutritional and organic properties that this product has.

Project Objectives

General Objective

Strengthen the positioning of the PANEYA brand in the category of healthy drinks in the

town of Chapinero in Bogotá.

Specific Objectives

• Carry out a market diagnosis for the company PANEYA in the UPZ chapinero to know the

current situation of the brand

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 • Analyze the consumption habits of the target group targeted by PANEYA in the town of

Chapinero in Bogotá

• Propose marketing strategies to strengthen PANEYA consumption

in the town of Chapinero in Bogotá

Chapter 1

Marco Referential

1.1 Background

The Panelate project is a business idea that is based on encouraging the consumption of

Panela in the city of Bogotá and that was also created from an ideal to support the vulnerable

population of the country, directly to the families producing panela in Colombia, which currently

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generates a great competitiveness of the market, but the lack of support and the forgetfulness of the

sector are every day in an unstable economic situation.

For more than three years Panelate has been studying, evaluating, discovering and

potentiating the products and developments that Colombian panelera peasant families are making with

the transformation of panela.

Years ago only the presentation of the panela in block (rectangular or round stone type) was

known, today this product is being transformed both in its cane extraction process and in its

presentation, currently in the market not only the traditional block is already achieved, but also, pill

block, natural pulverized and flavored, pills, sachet, and the novelty of panela honeys.

This is where the brand glimpses the potential of the product and the need of the consumer. At

present there is no specific place recognized where this product can be consumed not only in the

traditional Colombian drink such as panela water but also in combinations with other ingredients, due

to this the first Panelatería[1] is created in Colombia.

The above described among other studies found in the research carried out at the beginning of

the project and applicability of the product gave the basis of inspiration to start investigating more and

more in the field of panela production and how this product, like coffee, can be used to combine with

other ingredients and be able to create with a simple homemade espresso machine the FIRST panela

express water and the first Panelate (Panela and Milk) from this simple machine. This is a process of

preparing drinks from Panela in express machine is innovative and is currently not used in the market

only in Panelate.

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With the curiosity of knowing what other drinks and applications of this technology can be given to

the product, currently and since 2013 the brand has created a portfolio of hot drinks, made in a

capuchin machine (6 drinks) cold flavored (6 drinks) and in combination of flavors and application to

cocktails (12 different cocktails) with the help of some peasant families of the department of

Cundinamarca specifically from the city of Villeta and the Peña who have given me all their support,

contribution and knowledge for the creation and development of the product.

The discovery of the innovations of the Panela and support of these families, collaboration of friends

and see that the Panela, a product so typical, traditional, with so much richness in its

components is being displaced by other national and international products such as coffee

drinks, chocolate, tea, soft drinks, among others that contain sugars and other components

counterproductive to health, opened the vision to create this business opportunity to respond

to the following business and market opportunities:

1. The development of different mixtures of food products, with products based on Panela

managing to develop new drinks with great acceptance.

2. Innovate in the preparation of Panela drinks with espresso machines, which highlights its

properties and contributes to innovation in the traditional preparation process. Giving greater

exaltation and category to this product.

3. Discover the innovations, developments, ventures and desire to work of the peasant families

paneleras, mainly of the Departments of

Cundinamarca and Boyacá. Likewise, the lack of opportunities and support for this

agricultural sector of the country.

4. Create the first PANEYARIA, the first store dedicated to the panelera tradition of our

country. This being the store specialized in drinks based on Panela.

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[1] Panelatería: it is an establishment where mainly Panela drinks are dispensed, and other hot or cold

drinks. Additionally, its menu may include products such as snacks and meals, usually confectionery

and bakery. In a panelatería, products mainly based on panela are consumed, although it can offer

coffee, tea or chocolate, without discriminating beverages with or without alcohol. A paneya shares

its characteristics with those of a cafeteria, differentiating itself eminently in the product with which

they are usually associated.

1.1.2 The Panela

1.1.2.1 History of Panela in Colombia

For some authors, the original region of cane is the Northeast of India, specifically the

province of Bengal, hence the name of its capital, Gaura, from the word "Gur" which means sugar.

"For others it is from New Guinea, and then spread to Borneo, Sumatra and India, then

Alexander the Great took it to Persia (331 BC), and the Arabs spread it in Syria, Palestine,

Arabia and Egypt, whence it passed to Africa and Spain. Other scholars place its origin in

Indochina. (Corpoica, 2007)

Everyone is inclined to believe, says Liautaud, that it was in the intertropical regions of

Hindustan where the Indians first cultivated the cane, and that later they took it to the north of

the peninsula up to 37 degrees of boreal latitude, because we know that one of the earliest

varieties, the green cane (Arichú), is cultivated from Patua to Bahar and in the kingdom of

Cabul. On the other hand, sugar was always an object of the rich trade between Hindustan and

the other countries of the ancient world, especially Persia and Arabia." (European College,

n.d.)

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 Panela is a food whose only ingredient is the juice of sugar cane. Colombia is believed to have

been first introduced in 1510 in Santa María La Antigua del

Darien; later in Valle del Cauca in 1570 (Manrique, 2000).

During the Colony, the production of panela, sugar and honey was an artisanal task and

remained so until the early twentieth century, when a modern plant was inaugurated in the

Ingenio Manuelita. By 1930 there were only three mills in Valle del Cauca: Manuelita,

Providencia and Ríopaila; Since those years the sugar industry began to expand in the region

to complete 22 mills. (Asocaña, n.d.)

1.1.2.2 Panela as Food

Panela is an immediate source of energy, since between 6% and 15% of its dry weight are

reducing sugars that the body metabolizes easily. Panela contains sucrose, as well as minerals,

glucose, fructose, and various fats, proteins, and vitamins, making it nutritionally richer than sugar.

The consumption of panela fulfills two main functions:

1. It serves as a food, whose special nutritional characteristics allow it to be considered as

a basic good in the diet of the population, and whose consumption supplements, in part, the

nutritional requirements of people in terms of carbohydrates, minerals and vitamins.

2. It acts as a sweetening ingredient or sweetener of other foods. (Superintendence of

Industry and Commerce, 2012)

Panela is no longer categorized as a sugar, but as a food, as it contains high levels of Calcium,

Phosphorus, Vitamin B1, B2, B5, B6, D, E among other properties. Being pure, its elaboration is free

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of all kinds of chemical additives that, if they are typical of the elaboration of refined sugar, which

loses molasses (nutrients present in sugarcane juice such as minerals, amino acids and vitamins) when

subjected to processes such as sulfation, decoration and filtration.

Panela currently lacks value and importance in the country, it is taken as a consumer product

of low-income families (Panela is for the poor); However, the reality is that this product is consumed

or has been consumed at least once in the entire Colombian population, in families of all strata,

departments, cities and populations of the country. "All Colombians have ever drank a cold or hot

panela water, this being a traditional consumer product in our country."

Figure 1. Panela vs sugar comparison table

Source: Nutrition information for refined sugar and panela per 1,000 grams

1.1.2.4 Panela production in Colombia

The production of Panela is carried out in mills of mountainous areas with scarce

mechanization, mainly using family labor. In the previous decade only the Panela en bloc was known,

today the developments of these peasant families, have led this product to a transformation in its

presentation, (Panela in block pill, pulverized, panela honey) in its flavor (Cidrón, Yerbabuena,

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Orange, Passion fruit, Lemon, Lulo, among other flavors.), and in its application in the area of

Colombian gastronomy.

Other interesting data can be found in the statements made by Osorio G (2007):

1. "In Colombia, panelera agribusiness is one of the main economic activities in the Andes

regions as an income generation strategy for more than 70,000 peasant families"

2. "The cultivation of sugarcane and the production of panela are the primary agricultural

activities in the national economy, among other reasons because of their significant

participation in the agricultural gross domestic product (GDP), the area dedicated to the

cultivation of sugarcane, the generation of rural employment and their indisputable

importance in the diet of Colombians" (G, p. 10).

Colombia is the second largest producer of panela after India and contributes about 10% to world

production (13MM t/year). It links 350,000 people between producers, workers, traders and other

actors. It generates the equivalent of 120,000 permanent jobs. It contributes 6.37% to the formation of

agricultural GDP. Colombia has the highest per capita consumption worldwide with about

32Kg/year." (Rodríguez G, 2004, pp. 9-10)

1.1.3 Consumption of Healthy Beverages

Studies published in July 2014 by Nilsen, a world leader in charge of providing information

and measurement of what consumers see and buy, indicates that in countries such as Brazil, Chile,

Colombia, Mexico and Puerto Rico the consumption of healthy products and beverages has had a

significant growth, representing for that year 17% of the total expenditure of the complete basket,

being the upper class the one that invests the most in its consumption.

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 "In Colombia the category the consumption of healthy beverages is led by milk with 78%

share, followed by powdered soft drinks, juices, dairy drinks and chocolate, these products are

acquired mostly in the traditional channel representing 48% of sales, followed by the modern

(supermarkets) 31% and others such as cafeterias and bakeries reach 20%, becoming much

stronger. Shoppers consume more beverages than food, and they do so more frequently. In

Colombia the frequency of purchase of healthy drinks occurs every 7 days" (Nilsen, 2014)

1.1.3. Panela-based products

Panela is a little explored sector of the Colombian economy, which is why companies like

Panelate have dedicated themselves to venturing into a new concept of panela consumption, based on

new consumer trends where Colombians look for alternatives of products that have high nutritional

contributions for health. This is how Panelate boosts the Colombian economy by having national

products as raw material and ventures into a competitive market with new consumption alternatives

with a prosperous vision when taking into account that products such as sugar lose position in the

market and the "natural" is increasingly imposed in the industry.

Panela is currently no longer consumed as it is traditionally known (panela water), today it is

found in the market granulated panela, desserts and energy and flavored drinks, a market in which

Colombian cane producers formerly only participated with the transformation of their crop into blocks

of panela. Leonardo Ariza, president of the National Federation of Panela Producers (Fedepanela),

assures that it is getting closer and closer to this derivative of cane, traditional in 15 departments,

gaining space to sugar. Companies such as Cidecolombia known for its aromatic panela and Aipsacol

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with its panela-based energy drink have innovated the consumption of this product in the Colombian

industry (La Republica, 2014).

"We turned panela into a value-added product with whiskey cream based on panela, cocktails

and others because panela gives for everything; but if it continues to be offered en bloc, the

consumer will not perceive it differently and it will continue to be a sweetener," says

Fernando Heincke, owner of María Panela. (Heincke, 2014)

1.1.4 Brand Analysis

Productos Paneleros Panelate S.A is an innovative company in the process and production of

panela-based beverages, offering products that meet the demands of the Colombian market to satisfy

the palates and demands of its consumers. It currently has a point of sale in the city of Bogotá located

in the town of Chapinero, offering a variety of panela-based drinks such as:

· PANEYA

• (Simply delicious, you have to try it)

· TRADITIONAL ORGANIC PANELA

• (Strengthens defenses accompanying it with lemon or ginger)

· KHUSKU POT

• (For subtle and exquisite palates - concentrated drink in panela)

· PANELA COCONUT

• (Dare to try the tropical touch of coconut and panela)

· VITALITY POT

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 • (If you are tired or have a very active day, boost your energy from the morning)

· PASSION FRUIT PANELA FRAPPE

• (You can't resist trying just one)

Panelate currently has its own web portal where you can find relevant brand information

related to its portfolio and strategic horizon in a social responsibility approach that seeks to

preserve the environment and promote employment for people with different and special abilities.

They have a presence on social networks such as Facebook and Twitter, media they use to

promote the brand through advertising pieces and relevant content.

Weaknesses

• Being pioneers in the commercialization of panela-based beverages is an initial obstacle that

must be solved, because potential customers are accustomed to going to a cafeteria, but do not

associate panela as a product for consumption in their leisure time away from home.

• There is no extensive experience in the cafeteria-type business, which requires initially

surrounding oneself with personnel that fills this lack.

• They do not handle BTL advertising, they only have a presence in social networks where they

occasionally publish advertising pieces.

They only have one point of sale in the city of Bogotá

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Opportunities

• It is a totally new concept, with great potential for exploitation and growth.

• Franchising the brand and business model as an expansion plan nationally and worldwide

• Increased competition in the market

Strengths

• Panelate is based on a product of strong depth in Colombia, with extensive cultural tradition

• Panelate has great creativity and passion for your idea

• High capacity for innovation.

• Growing industry

Threats

• Copy of the business concept by entrepreneurs or organizations with a strong financial muscle,

which eclipses the first steps taken by Panelate

• Not getting potential customers to identify with the offer and concept of Panelate

• Better offers from indirect competition.

• Natural disasters or deforestation affecting sugarcane cultivation

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Conceptual Framework

1.2 The Market

The market is the environment that allows the development of the exchange of goods and

services. It is a social institution through which sellers and buyers enter into a business relationship.

1.2.1 Product mix

"The fundamental objective of the marketing mix is to ensure a certain market share of the

products to the companies that generate a certain level of profitability in the future. If it is

clear which is the target market, the advantages and disadvantages of the segment within the

category can be identified, generating opportunities that help the brand grow, taking optimal

advantage of its benefits and characteristics" (Marketing publishing center, 1990)

It is essential to know what participation the brand has in the market because from this

strategies can be generated that help to satisfactorily meet the objectives set.

This is how the marketing mix becomes a fundamental element since it determines and

reflects the situation that a category has within the market. This analysis allows to determine the

development that the product has had and how it develops in the market against the competition. That

is why the structure and classification of the market helps to segment thoroughly until reaching a

specific point that identifies which are the potential, occasional and habitual consumers that represent

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and maintain the level of profitability and participation of the brand in the market against the

competition.

Taking into account all the attractive characteristics that the product can offer the consumer

and through the research process, it is possible to evaluate and determine which attributes consumers

are looking for when consuming healthy drinks based on panela, in order to be able to focus

successful strategies to strengthen the positioning of the brand. Within the strategies it is important to

develop the type of product that will be marketed under marketing lines that allow the consumer an

easy association of goods, access and brand awareness.

Although the trend of consumption of healthy drinks is growing, Panelate will initially be

introduced in a local market, where panela-based drinks currently have little recognition from

consumers. However, the market to be explored represents for the brand an opportunity for

recognition and positioning taking into account the increase in consumption of healthy beverages

within the Colombian market.

1.2.3 The product

Result of a job or operation. It is the fundamental part for the functioning of both the market

and a brand, whether a good or a service each of them has a demand and that is why the offer that

must be made must be striking in the market since generally the consumer is looking for products that

meet their needs. These needs are classified by the psychiatrist and psychologist Abraham Maslow

(New York, 1908 - California, 1970) in physiological needs, security, affiliation, recognition and self-

realization, which lead the human being to make decisions when acquiring a product or service

according to their need.

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Figure 2 Pyramid of needs (Psychology and Mind, n.d.)

Marketing publishing center (1990) mentions that: "consumers do not buy products only for

their characteristics, but essentially for their function" (p.22) But not always the consumer seeks to

buy a product out of necessity but out of desire, many other times an innovative product can generate

an expectation that insins the consumer to want to buy it for its attributes and not for its benefits,

Which denotes that he is not looking at the function he fulfills but rather at a taste that he wants to

please.

Once the product concept has been explained, Panelate can be classified in the category of

healthy drinks, however, the Panelate product has differentiating characteristics that do not coincide

with some brands that market healthy drinks, thus being an innovative product in the market. This

also allows the brand to position itself in the market as an innovative product that supports and

promotes the consumption of national beverages, taking into account that panela has a cultural and

traditional meaning in the Colombian market.

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 Once the product and product mix have been identified, the market environment must be

analyzed where the opportunities and threats to which the brand will be exposed are identified in order

to make strategic decisions that promote the positioning of the product in the market.

1.2.4 Market concept

The global market has a dynamic established by consumers according to the type of demand

they present during the life cycle, where they express the different needs and desires that drive them

to acquire a certain product and / or service whose purchasing value is called according to the amount

of supply and demand that has said product and / or service currently in the market.

The two types of market must be distinguished: the real market is the one that a brand has

managed to capture, and potential market are those that want a product and can acquire it. Panelate

points to a potential market that is composed of consumers who present a constant demand who can

be impacted through marketing strategies so that they consume and know the brand's products.

The market to which Panelate is directed is a potential market due to the increase in

consumption of healthy drinks, however, the brand must generate and implement differentiating

marketing strategies that stimulate the consumption of panela-based beverages.

1.2.6 Market classification

The classification of a market is given according to the geographical area where a good or

service is marketed, according to what is offered and the price that is established in a time range.

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Depending on the geographical area they cover, markets are classified into:

• Local: Markets that are located in a very restricted geographical area: the locality.

• Regional: Markets that span multiple locations integrated into a geographic or economic

region.

• National: Markets that make up all domestic trade transactions carried out in a country; It is

also called the internal market.

• Worldwide: International trade transactions (between countries) that form the world market.

According to what is offered, the markets can be:

• Of commodities: When goods produced specifically for sale are offered in the market; For

example, technology market.

• Services: They are those in which they offer services; for example, insurance

According to the time of price formation, the markets are classified into:

• Instant offer: The price is set quickly and is determined by the reserve price (last price at

which the bidder would sell)

• Short and medium term: The price is not established quickly and is largely determined by

production costs.

• Long-run: The price is set slowly and is largely determined by the costs of production.

The products of the Panelate brand are classified in a local market and merchandise since it is

a product that involves a production process for marketing and is available to consumers in a

delimited geographical point located in the town of Chapinero de Bogotá.

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1.2.8 The importance of the category

Based on the approaches set out above, it is important that a company has clarity of the

category to which a product belongs in the market, since this will allow it to have a determining basis

for the development of marketing actions that allow to publicize and position the product within the

category. Javier de la Ballina (2007) mentions that "the importance of the category to which a given

product belongs as a discriminating factor in consumer behavior should be highlighted".

Therefore, the company must not only recognize the category to which its product belongs, it

is important that it studies the psychology of the consumer understanding what their needs,

motivations, desires and perception are about the products that are in the category of healthy drinks.

This allows the company to know more about its potential consumer and additionally to be able to

identify the level of effectiveness that the marketing actions executed by the competition have had.

1.3 Positioning

When talking about positioning, it refers to the position that a product has or wants to have in

the market against the competition. However, it is necessary to be clear about how the positioning of a

product is achieved and evidenced.

Author McGraw-Hill, one of the creators of the concept, says that positioning is: "an

organized system for finding windows in the mind. It is based on the concept that communication can

only take place at the right time and under propitious circumstances" (Hill, 2016, p. 136).

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 The positioning of PANEYA is not high at the moment since it is a product that is barely in

the stage of introduction in the market and that despite the strategies it has executed to generate recall

and attract the attention of consumers still does not get to have much memory by people, It is

recognized for being a company that offers an innovative product, but still needs to apply strategies to

improve its positioning. Panelate seeks stability and balance that generates profitability and then

begins to compete with products in the category of natural beverages, especially panela-based.

Therefore, it is important that the brand creates a product concept that generates a level of

recall where the consumer is able to associate their needs towards said product, this can only be

achieved through market studies that allow knowing what are the most relevant aspects that a person

remembers when consuming healthy drinks, Knowing how satisfied they are and what they would

like the market to offer them. Knowing what the consumer thinks and wants, the brand can generate

communication strategies so that the product is not only recognized, but also has an important level of

recall in the market.

1.3.1 Second Market Positioning

Sometimes managing to position a brand in the first place is very difficult, since the market

leader is a strong competitor who knows how to correctly manage their positioning strategies,

managing to stay in the first place of the market, in these situations there are marks that enter into

dispute for market leadership sometimes resorting to implement strategies similar to those used by the

market leader.

"What works for one leader doesn't necessarily work for the second in the market. Leaders

can counter an onslaught of competition and maintain their leadership. But, followers are not

in a position to take advantage of those response tactics. When they imitate the leader, they

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 are not countering him. Rather, they are giving a gregarious response (that is, they remain in

tune with the moment)" (Manuel, 2009, p. 14)

That is why the company that is poorly positioned must implement differentiating strategies

and tactics that positively impact the market in which it operates, taking advantage and competitive

advantage over other companies that are part of the same category.

It is important to analyze what is the current situation that the category leader has and what

aspects that your company has neglected, in order to attack with flanking strategies. A very common

example could be to find the gaps that the leader is not covering, and one of them can be low prices,

since by handling prices lower than the leader you can attract new consumers, among other strategies

that can make you gain a greater positioning.

1.3.2 Brand and Product Positioning

When talking about brand positioning, you can refer to the place that a brand occupies in the

mind of the consumer. The brand is the construction of a concept based on the guidelines of the

organizations, values, attributes, differentiating elements, among other aspects created to last in the

market over time. The creation and recognition of brand does not guarantee its positioning within a

market, it is necessary a constant and active realization of positioning strategies through

communication mechanisms that highlight the attributes and benefits, making consumers choose it

again and again.

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 The positioning of the product is also given according to the place that a product occupies in

the mind of the consumer associated with a brand. The positioning of the product requires knowing

what is the perception and the level of acceptance it has within a market against the competition, its

positioning is not necessarily given by being better, but by being the one that most attracts attention

against the competition. The positioning of the product is given according to a rating scale that

measures how much information consumers have in front of a product, occupying the first place of

which more information is remembered.

"Knowing the position that a product or brand occupies in the market is especially useful to

guide the marketing strategy and determine the necessary actions in order to maintain or

correct the current position. Wind distinguishes six possible types of actions to position a

product or brand." (Maestre, 2012, p. 415)

In order to reach the consumer with the information or message that you want to transmit, it is

important to know the type of consumer to whom the message is directed, recognizing their tastes,

preferences, consumption habits, motivation and experiences.

"Thus, to choose a good market positioning, we will start from the study of consumer

attitudes towards the products that compete in it, in order to provide the attributes most related

to the needs of the segment in which we want to place it." (Belmunt, Amtonio, & Belmunt,

2015, p. 126)

To get Panelate to position itself in the mind of the consumer, it is essential to identify the

competition, determine its position in the market, understand how the consumer perceives the

products of the competition and identify the market segments.

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1.3.4 Positioning Strategies

The positioning strategies are the pillar to achieve the desired positioning, this occurs after

having analyzed the current position of the brand, the preferences and tastes of consumers, the attitude

to the products of the competition, the characteristics of the product offered, its weaknesses and

strengths, etc. Through positioning strategies the product can enter the minds of consumers and gain a

position within it. If the strategies are not developed and implemented in an adequate and timely

manner, the objectives cannot be achieved, these positioning strategies go hand in hand with

contingency actions and tactics, which must be ready to be applied in the event that the positioning

strategies fail or must be corrected in order to replace the errors and improvisations that appear while

these strategies are executed.

The company must be able to analyze what happens in the market, in this way it can be

established if the brand manages to obtain the desired level of positioning, improving the perception

that the consumer has about the brand.

1.4 Consumer description (Segmentation, Target Group and Profile)

The market is so broad that it is made up of customers who have a variety of shopping needs.

Market segmentation allows classifying groups of people according to their characteristics and needs,

which are decisive when acquiring a product or service. There are segmentation variables that allow

us to know not only the needs of the consumer, but also so well, what their behaviors are,

consumption habits, social and cultural position, and geographical location that allows establishing

the correct market to which a product should be directed. "If after asking ourselves the question: who
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are we trying to sell to?, our answer is to everyone, it is most likely that in the long term we will end

up not selling to anyone" (Espinosa, 2013).

1.4.1 Geographic Segmentation

Geography segmentation remains a standard variable for market segmentation, Its importance

encompasses necessary variables and geographical parameters (regions, cities, countries, towns,

neighborhoods, among others). To access truthful information at the time of establishing the variables,

sources and databases must be used, specialized in determining the geographical status of a target

population.

1.4.2 Demographic segmentation

Demographic segmentation allows us to know variables such as age, gender, income level,

marital status, among other factors that allow you to create a consumer profile appropriate to the

product or brand you want to sell. To determine and know these variables, companies can rely on

market and population studies that allow them to know what the current market situation is to which

they are addressed.

1.4.3 Pictographic segmentation

This type of segmentation covers topics related to people's minds, determining tastes and

preferences. For this it should not only be done with a person who knows the subject, it must also be

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done in a careful and accurate way to obtain real results. This variable allows to know tastes, lifestyle

and behaviors of the target group, relevant information that allows the brand to strengthen the

attributes and benefits of the product by boosting the purchase intention.

1.4.4 Frequency segmentation of use

Knowing the frequency with which a person uses the products allows the company to know if

its use is done with a high or low frequency (frequently, occasionally, very rarely, never), and also to

know the reason for use, which allows to identify how often consumers acquire said product / service

(daily, weekly, biweekly, monthly, annually).

1.4.5 Cultural segmentation

The ethnic incidence, points greatly to the consumption or not of a product, their consumption

habits are not the same on one side as on the other, this opens doors that allow to really know the

different tastes based on the different cultures that are nationwide. If you know the type of

consumption that one culture has compared to another, you can correctly specify what and how a

product or service is sold.

1.4.6 Archetypes

The segmentation process allows companies to generate an archetype or consumer model to

which a product or service is directed. The archetype is derived from concepts and ideals that shape

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the thoughts and attitudes of each individual, of each society having a point of reference to generate

mechanisms of assertive communication for the choice of a brand.

Glossary

1.5 Panelatería

It is an establishment where mainly Panela drinks are dispensed, and other hot or cold drinks.

Additionally, its menu may include products such as snacks and meals, usually confectionery and

bakery. In a panelatería, products mainly based on panela are consumed, although it can offer coffee,

tea or chocolate, without discriminating beverages with or without alcohol. A paneya shares its

characteristics with those of a cafeteria, differentiating itself eminently in the product with which they

are usually associated.

1.6 Pan

Panela is an immediate source of energy, since between 6% and 15% of its dry weight are

reducing sugars that the body metabolizes easily. Panela contains sucrose, as well as minerals,

glucose, fructose, and various fats, proteins, and vitamins, making it nutritionally richer than sugar.

The consumption of panela fulfills two main functions:

• It serves as a food, whose special nutritional characteristics allow it to be considered as a

basic good in the diet of the population, and whose consumption supplements, in part, the

nutritional requirements of people in terms of carbohydrates, minerals and vitamins.

• 2. Acts as a sweetening ingredient or sweetener of other foods

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1.7 Trapiche

Mill to extract the juice of some agricultural products such as olives or sugar cane.

1.8 Oligopoly

An oligopoly is a market structure, included within the forms of imperfect competition,

constituted by a small group of suppliers

(producers/sellers) strategically interdependent and a large number of claimants (consumers/buyers),

in which bidders have a market power that can cause negative effects for the consumer by establishing

high prices, low productions, low quality and even preventing the entry of new suppliers.

Chapter 2.

Methodological Design

The methodological design is a set of processes that allows to answer the problem question of

an investigation from the hypotheses and / or objectives proposed. The variables of this research can

be measured quantitatively or qualitatively according to the type of research, methods and techniques

that are applied.

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 The research to be developed seeks to obtain measurable results through quantitative research

techniques applied to the target group of Panelate and experts in the panelero sector in order to obtain

necessary and relevant information regarding trends, consumption habits, willingness to buy brand

recognition, etc. The process will be carried out through the in-depth interview and survey method;

Once the results have been analyzed, the strategic development of the marketing plan for the

positioning of Panelate in Bogotá in the town of Chapinero will be launched.

2.1 Type of study

Considering the variables under study and the objectives, it is determined that the most

appropriate type of study for this research is descriptive. "Descriptive research: is one that seeks a

graphical representation of characteristics and phenomena of the market and the determination of the

frequency with which they are used, trying to make predictions and determine the degree of

association between its variables; as they occur in consumer profile studies, market potential and use

of a selected product." (Herrera & Eliecer, 2009)

Through descriptive research we seek to identify and establish the level of positioning that the

Panelate brand has in the market, specifically in the UPZ of chapinero, to achieve this it is important

to establish patterns of behavior, attitudes and perceptions that people have towards the brand. In

addition to this, identify as their social environment, lifestyle and even family group, aspects that

influence consumption habits and help to know the positioning of Panelate against the competition.

Thanks to this type of study, the most relevant characteristics that represent the consumer to whom the

brand is addressed can be identified and described in a clear and concise way.

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2.2 Working Hypothesis

Currently panela is a product that does not receive the importance it should in the market, and

although it has become the healthiest option when sweetening drinks, it has not managed to have the

importance in the market it deserves, this is due to the mythification of the product since it reached a

point where it is said that only the lower strata consume this product, However the uses and qualities

should not be underestimated since panela, beverages and products based on panela should have a

better position in the market. That is why PANEYA has decided to promote this product through its

brand and the different products it offers such as: Frape de panela, Panelate with coconut milk,

Panelate with liquor, among others, and in this way potentiate it by exalting all its qualities, since this

aspect is a differentiating quality that Panelate has before its competition.

This research seeks to show the level of acceptance and purchase intention that consumers

have compared to Panelate brand products.

H1: It is not necessary to identify the target group to make strategic decisions that increase the brand's

share in the local market

H2: Consumers consider panela-based beverages to be common and only consumed at home.

H3: Panela is a product that is only consumed in low-income households due to purchasing power

H4: The brand is not positioned since consumers consider that the product offered is not innovative

and does not present benefits for health and prefer to consume it and do it from home.

H5: Consumers prefer to consume healthy beverages from recognized brands since panela does not

offer the same benefits.

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2.3 Population and Sample

The town of Chapinero has one of the highest occupancy rates among the localities and

exceeds that of the city with a representation of 47.6 according to the Survey of

Quality of Life of Bogotá (ECVB) 2007, the unemployment rate is relatively low 3.67%.

In 2004, entrepreneurs in the town of Chapinero reported employment for a total of 289,744 people.

The town has one of the largest centers of higher, technical and technological education.

Our potential market is framed in the town of Chapinero, All people are from strata 4, 5, 6;
who have an educational level (university) and are economically active which gives us with a
population.
Population size N 47.291
Confidence level With 95% 1,96
Probability of p 95%
success, expected
ratio
Probability of failure q 5%
Maximum d 5,0%
permissible error

SIZE OF THE 382

SAMPLE

Source: (District Secretary of Culture, Recreation and Sport, 2008, p. 41)

2.4 Research method

The methodological design is a set of processes that allows to answer the problem question of

an investigation from the hypotheses and / or objectives proposed. The variables of this research can

1
be measured quantitatively or qualitatively according to the type of research, methods and techniques

that are applied.

The research to be developed seeks to obtain measurable results through quantitative research

techniques applied to the target group of Panelate and experts in the panelero sector in order to obtain

necessary and relevant information regarding trends, consumption habits, willingness to buy brand

recognition, etc. The process will be carried out through the in-depth interview and survey method;

Once the results have been analyzed, the strategic development of the marketing plan for the

positioning of Panelate in Bogotá in the town of Chapinero will be launched.

2.5 Instruments

Questionnaires, this is the most common instrument as it consists of a set of questions that are

presented to respondents to get answers. Questions should be closed or open. In addition, the survey

should be simple, direct and unbiased.

The research team, in order to meet the objectives, decides to take as an instrument the

questionnaire type applying contact methods.

Survey Techniques: in this method there is no subject who writes down what is happening.

Survey techniques are: questionnaire, interviews

Questionnaire: It can be tabulated and graphed in a simple way. It has questions with answers and

given the type of research, a questionnaire is required to know the frequencies, consumption habits,

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brand awareness willingness to buy, among other factors that allow knowing the level of acceptance

and position of the brand in the local market of Chapinero.

- Interview: It is similar to the questionnaire, but face to face. They are a bit more open than

questionnaires. Types of questions: structured (the questions are closed), semi-structured (where

general lines are marked, although not rigid) and unstructured (totally open). This technique seeks to

know what is the dynamics of the category, what the brand has done to grow, what is its position

against the competition, strategic horizon, etc.

2.6 Procedure

The study includes the modalities of taking primary and secondary information and a

treatment of information (tabulation of information for analysis and interpretation) in order to gather

the necessary information that make up the synthesis of the study.

At the time of developing the research, the first thing that arises is the problem question,

followed by the general objective and the specific objectives, continuing with the elaboration of the

theoretical framework. Subsequently, the research instruments that will be used in the collection of

the data are established; once the collected information has been analyzed, the structure and

elaboration of the marketing plan for the positioning of Panelate can be defined.

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 Respondents have the right to choose whether or not to participate in the study, to provide

sufficient information about the study to be conducted, the security and protection of the anonymity of

the respondent is guaranteed. If the respondent wishes, they can show that the survey was conducted

by disclosing the data.

Researchers must not alter the method of research results, likewise the identity of the sponsor

is confidential and must not conduct market research for competing clients, when such studies

compromise the confidential nature of supplier-client relationships,

Users of marketing research should not disclose the findings of a project when they are

inconsistent or insufficiently supported, should not supply project designs to other market research

agencies, and may not use and develop the proposals presented in a particular attempt to appropriate

ideas and research for profit.

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Chapter 3.

3.1 Results

Panela is a very important sector of national agricultural production in terms of participation

in the value of production, employment, area used in panelera cane and participation in household

spending, among others. Colombia is an important producer of panela (the second in the world after

India) and the largest per capita consumer in the world (37.4 kg/inhabitant), although due to its

character as a non-tradable product, production is almost completely oriented to the domestic market,

which does not allow it to expand its demand easily.

The development of new products in our country advanced slowly for more than three

decades, it is in the last five years where panela has been taking a greater positioning not only in

Colombia as a traditional product but also conquers international markets being categorized abroad as

a highly organic product according to the National Federation of Panela.

According to the research carried out, Panelate shows to have a great future in the Colombian

market and worldwide, the Manager of the company affirms that "I want to open other offices because

we have a vision of growth, not only at the national level".

The brand is in a work of recognition and positioning in which, through its facilities, style,

comfort, good service and in the innovative recipes based on panela they hope to achieve the

acceptance of the capital market of the city of Bogotá.

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 Figure 3. Table percentage of participation of men and women

Figure 4. Age range table Figure 5. Occupancy Table

57% of the population surveyed are female and 43% male. Most populations are between 23-

29 years (40%) and between 30.35 years of age (20%) which meets the focused target market that are

the Millennials and being Chapinero the upz chosen as the main point to conduct the surveys, the

stratum managed in this locality ranges between stratum 4 and 5. The majority of the population is in

active employment or pursuing a professional academic career.

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3.1.2 Analysis of the trademark category

Figure 6. Table Panela Products Known On the Market

The products that the population regularly knows and consumes is the traditional block panela

that has been consumed for generations, while 24% of the population knows the pulverized panela.

With this we show the ignorance that the consumer has of the various products that are currently

being developed based on panela.

3.1.3 Positioning and consumer analysis

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 Figure 7. Middle Table by which you met Panelate

45% of respondents indicate having known the brand by word to voice, this result indicates

that people who arrive at the establishment do so on the recommendation of a friend, work or study

partner. Followed by this is the internet with 25% and social networks with cun 20% which reflects

that the brand must strengthen online communication strategies since this can have a greater reach to

impact a large group of people who can later recommend the brand.

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 Figure 8. Table Reason why you consume panela

45% of the population consumes the product by tradition which is favorable for the brand,

however for consumers its flavor or natural benefits is not relevant which affects the value offer that

Panelate has since these are differential factors that the brand wants to discard for its recognition and

positioning in the healthy drinks sector.

3.1.4 Brand analysis

An important task of the research is to know the impact of the brand, the new business model

proposed by it and how it has been accepted.

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 Figure 9. Table of Consumption Habits

The increase in panela consumption has been gradually greater in the consumer. 78% of respondents

frequent consumption, being recurring customers of Panelate. In a general contract, the consumption

of panela-based products outside the home has been caught within the market segment as it is an

alternative drink consumed in a cafeteria-type establishment.

3.2 Analysis Expert Interview

3.2.1 Stage / Phase 6: Category Maps

Positioning

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Market category analysis

Brand analysis

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Description do consumidor

3.2.2 Stage / Phase 7: Analysis of categorical maps

Positioning

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 The interviewee, the teacher Cesar Cotrino has extensive knowledge and experience in

general in the area of marketing and advertising which allows to take into account several aspects that

can be applied to Panelate in order to achieve the objectives set. Applying positioning strategies

through a well-defined, real and achievable planning process since Panelate is active working day by

day in the positioning of the brand as the first Panelatrería specialized in panela-based beverages

allowing consumers to have other healthy beverage options that they can find in the daily life of a

metropolis such as the city of Bogotá.

Likewise, the teacher Cesar Cotrino, with this interview brings great knowledge and gives a

much broader focus on how is the behavior in the commercialization of healthy drinks. It indicates the

importance and influence that it has from the moment of its production, inputs, distribution channels,

price, presentation and advertising, all these processes are the result that will be achieved in the future

in the issue of positioning, recognition and participation in the market as Panelate.

Market category analysis

The expert makes known the importance of creating good strategies that allow Panelate to

achieve that expected recognition in the market, working day by day on issues of innovation and

service, since in the subject of beverages there is a wide variety of the market. This competition forces

the brand to work on differential and innovative factors developing attractive products for customers

who frequent the store or who do not yet know it.

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Brand analysis

The expert does not know more information about Panelate therefore it is difficult to identify

what could be the differential factor of Panelate, however recommends part of the innovation that is

currently handling Panelate review culés are the brands that want to handle a store concept like

Panelate, how the processes are developing, how the product is being presented, As it is being

marketed, what new marketing strategies are they using to talk about differential factors.

Description do consumidor

The expert emphasizes the importance of the target group when proposing positioning actions,

the importance of recognizing the target group, identifying their needs and defining meeting points

with the texture of the Panelate scheme. It is important that the store manages a personalized concept

that is pleasant for the public, this can be a differential factor that generates brand recognition

increasing the consumption of its products.

3.3 Analysis Interview Manager Panelate

3.3.1 Stage / Phase 6: Creating categorical maps

Positioning

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Market category analysis

Brand analysis

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Consumer description

3.3.2 Stage / Phase 7: Analysis of categorical maps

Positioning

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 Panelate is active working day by day in the positioning of the brand as the first panelatrería

specialized in panela-based beverages allowing consumers to have other healthy beverage options in

everyday life than in a metropolis such as the city of Bogotá.

Currently develops marketing actions mainly digital marketing, the brand has a strong

positioning project of BTL advertising and social networks such as Facebook and Instagram, and viral

strategies. Trying to make Panelate known, and try to attract customers through strategies focused on

our target audience, publicize our innovative products, providing a differential service seeking the

satisfaction and loyalty of customers who frequent the Store.

Market category analysis

Panelate is a brand specialized in hot and cold drinks based on Panela; in the store you can

find combinations with different products, from dairy, organic vegetables to combinations with

liquors, but in La Panela we find a business opportunity which allows us to exploit a Colombian

product such as panela, which has great potential, and so it had been taken advantage of, Panelate

found the opportunity for growth since it currently has no direct competitors which allows it to

achieve a good positioning in the Colombian market.

Brand analysis

Panelate is a new brand in the market with innovative business ideas in which it promotes the

recognition of panela as a value product, which has a lot of potential for growth internationally;

Panela has become the main alternative when it comes to replacing sugar that increasingly takes a

lower position in the least healthy products for the body. Consequently, the consumption of panela has

become an immovable tradition and deeply rooted in the culture of the country.

Consumer description

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 Panelate has defined the target group that is in an age range that where adolescents and adults

participate, most of the clients are between 20 and 30 years old s called as the 'millennials', who make

up the next generation of leaders in Colombia and in the world. This generational group is made up of

people belonging to socioeconomic strata 3, 4 who like to share moments of socialization in leisure

time or after work or study. People with a taste for innovative and traditional drinks of the country,

and who consume drinks based on Panela. These people enjoy this type of hot or cold drinks in the

company of their family or social circle.

Chapter 4

4.1. Situation Analysis / Macro Environmental and Micro Environmental Factors

4.1.1 Macro-environmental factors

The cultivation of sugarcane is an agricultural activity developed by several countries of the

world and with a socioeconomic importance being one of the largest agro-industries in Latin America

and the Caribbean. The production of panela is carried out in small peasant farms through artisanal

processes in which family labor prevails with low rates of introduction of mechanized technologies.

The Panelera production is presented in countries such as: Colombia, Brazil, Mexico,

Guatemala, Venezuela, Haiti, Peru, Dominican Republic, Ecuador, Honduras, El Salvador, Costa

Rica, Nicaragua, Panama, Bolivia and Argentina. According to figures from the FAO (Food and

Agriculture Organization of the United Nations), 25 countries in the world produce panela. Colombia

is one of the largest producers occupying the second place after India.

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 Table 1. Production in tonnes per country

Source: FAO, Calculations conversation Agro chains

Some product names in Latin America are the following:

Table 2. Panela denominations in the world

Country Denomination

Colombia, Guatemala, Panama, Ecuador, Bolivia Pot

Peru Chile Panela

Brazil, Argentina Rapadura

Dominican Republic, Ecuador Scrape

Venezuela Pasteboard

Mexico Panela

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 Costa Rica Sweet Tapa

Nicaragua Sweet Bundle

Bolivia Empalizado

Source: Fedepanela

Area, production and performance in Colombia

In Colombia, sugarcane is grown productively in the altimetric range of 700 to 2000 meters

above sea level in the most varied conditions of temperature, luminosity, precipitation and soil

quality, mainly in the Andean Region on the main slopes of the three mountain ranges that cross the

country.

Table 3. Departmental participation of the area and national production -2010

Variabl Antioq Boya Syru Cau Cun Hui Nari North Santan Toli Vall
e uia cá ps ca d. la ño of der ma ey
Santan
der
Produce 6% 6% 7,6% 18,3 20.3 7.4 13.1 2.6% 5,8% 4,8% 0.9
rs % % % % %
Product 13% 18% 6% 5% 15% 4% 6% 3% 19% 6% 3%
ion
Source: MADR, Fondo de fomento panelero, Fedepanela and INVIMA

As reflected in the table only three departments, Santander, Boyacá and

Cundinamarca contributes 50% of the country's panela production. In 2003, panelera sugarcane

contributed 4.2% of the value of production from agriculture without coffee and 1.9% of national

agricultural activity. In that year it ranked 9th in contribution to the value of production, surpassing

products such as corn, rainfed rice, cocoa, beans, sorghum, export bananas, tobacco, cotton, soybeans,

wheat and barley, among others. Similarly, it participates with 10.7% of the area destined for

permanent crops and with 6.2% of the total cultivated area in Colombia, which places it in sixth place
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among the country's crops, only surpassed by coffee, corn, rice, bananas and cotton. It is a product

eminently produced in peasant economy, which is produced in almost the entire country throughout

the year; In addition, it constitutes the basic economy of 236 municipalities, in twelve departments.

Panela consumption represents 2.18% of Colombians' food spending and in some departments it

represents up to 9% of food spending in low-income sectors. Worldwide, Colombians are the largest

consumers of panela in the world with more than 34.2 kg / inhabitant. In this perspective, panela

production is considered the second rural agro-industry after coffee, thanks to the number of

productive establishments, the area planted and the labor force that links Source: (Ministry of

Agriculture and Development, 2005).

According to a study by CORPOICA, in 2006 in agricultural GDP, panela ranked No. 12 in

the ranking with a monetary production of 201,000 million pesos, and a share of 3.02% of total GDP.

According to calculations by the National Federation of Paneleros – Fedepanela, there are

around 23,000 mills in the country, with a processing capacity between 50 and 300 kg / hour of

panela, a difference given by geographical conditions and smallholdings or medium farming, which in

turn influences the type of technology used. 83% of the mills are owned by small producers, 15% by

medium producers and only 2% by large industrialists. The expenses to produce panela are divided as

follows: 52% in cultivation and 47% in production.

Regarding its size, Fedepanela estimates that about 83% of the producing units are in the

"small" range (installed capacity less than 100 kg / hour), 15% in the "medium" range (installed

capacity less than 150 to 250 kg / hour) and only 2% are classified as "large" production units

(installed capacity greater than 250 kg / hour).

Source: (Ministry of Agriculture, 2007)

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4.1.3 Socio-economic importance

It is estimated that Colombia is the first consumer per capita with 38.6 kilos. Some studies

indicate that panela consumption reaches 2.18% (in some areas up to 9%) of food spending in low-

income sectors. The per capita consumption of panela has been increasing while that of sugar has

been decreasing, maintaining a relatively constant sum of both products. This behavior may be

generated by the reduction in the price of panela which we will analyze later.

The panelera activity is considered the second rural agribusiness after coffee, due to the

number of productive establishments, the area planted and the labor force it links. It is estimated that

this activity generates 353,366 direct jobs. Due to these conditions, the panelero sector is a support for

peace, employment and development in different regions. (Ministry of Agriculture and Rural

Development, 2006)

4.1.4 Market characteristics

According to the report of the Ministry of Agriculture in March 2015 "Campaign to promote

the consumption of panela wins international award". The Colombian panelero subsector is the second

most important agribusiness in the country, after coffee, due to the generation of more than 855,365

direct and indirect jobs (2015), the occupation in planted area calculated at 241,794 hectares, with

coverage in 27 departments, 511 municipalities of the country and 350,000 families that depend on

this activity. It is estimated that, of the panelera production, less than 1% is used as an input in

industrial processes about 0.4% is destined for export. During 2014 Colombia managed to export

more than 5 thousand tons of panela, the main destination is the United States, followed by Spain,

Australia, Canada and Korea.

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(Ministry of Agriculture, 2015)

Colombia produces more than 1,330,000 tons of panela per year, of which in 2014 3,441 tons

were exported to different countries of the world, maintaining a double-digit growing trend compared

to the quantities exported in 2012, when there was an increase of 35.5%.

Panela in Colombia lies in its condition as food, considered as such by the World Health

Organization, both for being a sweetener of natural origin, as well as for its nutritional content. Panela

is a staple product of the family basket:

97% of the Colombian population of strata 1 to 6 consumes it in its different presentations.

• Panela is the second rural agribusiness in the country after coffee, which generates more than

285,000 direct jobs and more than 570,000 indirect jobs.

• The panelera cane is grown in 27 departments of the country and is an important axis of the

economy in more than 170 municipalities.

• Domestic production in 2014 was 1,387,388 tons.

• Boyacá, Santander, Cundinamarca, Antioquia, Eje Cafetero, Valle, Nariño, Huila and

Tolima are the main paneleros nuclei in the country.

• Between 2010 and 2014, the Ministry of Agriculture and Rural Development has provided

support, incentives, financing and credit to the panelero sector for $318. 499 million.

4.2 Micro environmental factors

4.2.1 Culture and organizational climate

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 The Organizational Climate is an important factor in business development; Panelate is a

Young company which does not have a defined human resources department, however, during the

time investigated by the company, the working group managed to identify some aspects of the

organizational climate, such as:

• Work Motivation: A certain degree of initiative is allowed in the work of each employee.

Autonomy at work increases the work motivation of those who perform that work.

• Group work: Group work is encouraged which contributes to creating a good organizational

climate since it reduces susceptibilities among colleagues and towards the company, while

promoting cohesion.

• Assertive Communication: The worker is heard. Listening to a person is a good way to get to

know and respect them, as well as earn their respect.

• Formal Communications: Important information is transmitted to employees through emails

or physical communications to learn of changes, new rules or company policies.

Observing, you can see that the company is not only committed to the quality of its Panela

drinks to the consumer, but also to the service, the quality of attention, the details that make the

difference, details that we can identify in its decoration, in the attention to the table, in a pleasant

smile of welcome

4.2.2 Product Analysis

Panelate puts on the same stage, the idea of a traditional drink in a Premium place, which

rescues and evokes the experience of consuming beverages based on natural products such as panela

in an immovable tradition and deeply rooted in the culture of Colombian homes that impacts the

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Colombian countryside with an innovative and unexplored product that are beverages and foods made

from a product as traditional as it is panela in Colombia.

It creates a new concept that expects to be accepted in the market and introduced as a new

business model, this is the Panelatería, According to Alberto Álvarez current partner of the company

defines it as "it is an establishment where Panela drinks are mainly dispatched, and other hot or cold

drinks. Additionally, its menu may include products such as snacks and meals, usually confectionery

and bakery. A panelatería shares its characteristics with those of a cafeteria, differentiating itself

eminently in the product with which they are usually associated".

In the city of Bogotá, Panelate is located in the category of Premium type cafeterias within the

gastronomic sector which in recent years has shown a growth of 22% according to the Colombian

Association of the Gastronomic Industry (Acodres)

Source: Infocomercio

Infocomercio presented a study that reveals the number and type of businesses that exist in the

main cities of the country. The cafeterias have 1,515 customers because in Bogotá there are 4,928.

Source: (Personal Finance) / Article "How many customers correspond to a business?"

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4.2.3 Corporate image

The company handles as main image an Isologo making a combination between the logo and

the isotype. The advantage is that it has precision power since it adds the expressive capacity of both

elements (icon and typography). The disadvantage is that the sum of elements makes this type of logo

something more difficult to remember.

The brand wants to be recognized as the place that supports the panelera

tradition of the country, however its menu includes other drinks such as

traditional Coffee and Chocolate, that is why its logo symbol reflects

three rates of different tones

in the range of colors of coffees that represents: The central rate is the rate of Panela (Panela water), it

is accompanied by two lines at the top that symbolizes the aroma and warmth of the drink, the left

side rate represents the coffee rate and the one on the right side the chocolate rate, Three typical

Colombian drinks.

The word Panelate refers to the combination of Panela and milk (Panela + Late (milk) =

Panelate)

4.2.4 Products offered

The strong product to be promoted by the company is panela, however they are not the only

products currently offered by Panelate, since according to its menu it offers five product lines that are:

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 •Calientes Drinks: Traditional Pot, Hue Pan, Panaela Coconut, Panelate, Coffe Pot
•Cold Drinks: Soft drinks and Keystrokes with flavored panela
Beverag
of •Other combinations: Panela with liqueurs
espot

•Hot drinks: American coffee, cappuccino, Late, Mockachino, Machiato among others
Beverag •Cold Drinks: Coffee Shakes
the
es
Café

Other •Soft drinks, Tea, Chocolates, Water, natural juices

Beverag
es

Acompañ•Tortas, empanadas, desserts, cookies, empanadas, almojábanas, sandwich

amientos

•Combinations between the other lines of the letter

Combos

4.3 Distribution channels, strategies, costs and Geomarketing

4.3.1 Distribution channel

The distribution channel is direct physically, since sales are made directly in the establishment

or homes via telephone or mail

The commercialization is done mainly in the establishment, where the products and services

will be offered directly to the client, there you will also find the option of addresses, whose orders will

be made via telephone, mail or chat.

4.3.2 Company strategies

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• Increase advertising: Generate more P.O.P. advertising, in newspapers with free circulation,

outdoor advertising such as eucole, public transport (Transmilenio, sitp), shopping centers, mobile

among others of low cost and high impact.

• Line extension (vertical): Continue innovating in the combinations of other ingredients with

panela, such as the combination with almond milk, chocolates and panela honeys among others,

according to their origin in the country, this in order to have greater presentations of the product to

attract more public.

• Functional promotion: Show the benefits through informative booklets, packaging or

advertising

• Price: By having a line extension this brings new presentations so the price will not make the

same for everyone thus allowing to reach more target audience and attract new potential customers.

• Attracting customers from the competition: Make presence in events, taking advantage of the

cold climate of the city to publicize the product agua de panela, also generate presence near where the

competition is located.

• Expansion: Open more points of sale in the city in strategic locations.

4.3.3 Geomarketing

Taking into account this definition, geomarketing can be applied to PANEYA to discover

which is the sector that would be most influential for the target group to which it is directed to

discover where there is more consumer potential to thus attack this sector and obtain greater benefits

as can be seen in the following graph.

Paneya is located in Puerto Rico Meta , a strategic place since its areas

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4.4 Analysis of positioning

4.4.1 Image

The brand has already been working on the development of its corporate image, which

guarantees the correct and unified use of the graphic elements that make it up.

A first corporate image manual is currently being developed. It will be an indispensable and

obligatory monitoring tool for the application of the elements defined therein.

4.4.2 Mission

He wants to exalt the drinks and recipes made with panela seducing the senses of anyone who

wants to enjoy new experiences and alternatives of natural drinks.

4.4.3 Vision

To be in Colombia the first company that exalts the benefits of panela, thus achieving

recognition in the main capital cities of the country for its quality. Also be ambassadors to publicize

this product internationally.

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4.4.4 Values

Products Paneleros Paneya takes as an obligation to be generators of smiles creating and

causing a positive attitude in your work team who demonstrate their passion, optimism and

enthusiasm in each of our stores. Innovate and challenge day by day the existing paradigms on the

products pursuing radically different ideas that manage to satisfy the palates and tastes of the clients.

Within its corporate values, it seeks to highlight and work based on: Passion

• Quality

• Proactivity in the market

• Motivation

• Adaptation

• Equity

4.4.6 Value promise

Provide a pleasant, friendly, quiet and warm space, a meeting place where you can forget the

routine of the day alone or accompanied while enjoying a drink alone or accompanied. Be generators

of smiles.

4.4.7 Brand personality

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 The corporate image is part of the personality of PANEYA, which symbolizes it. This image

must be printed in all that medium that involves the company to give it remembrance and thus

position it in the market

4.5 Competition

On the demand side, panela could be replaced by sugar, artificial sweeteners such as high-

fructose corn syrup (JRMF), glucose and aspartame, or saccharin. However, according to the National

Productivity Center (2002), although aspartame and other sweeteners have increased their penetration

in the domestic market, their total market share is still very small.

On the other hand, both these products and sugar have physicochemical characteristics and

prices that are not comparable and therefore would not be considered as substitutes by the low-income

population, which is where panela has the greatest participation in the family basket.

On the supply side, there is the possibility that sugar production will increase and that imports

of other sweeteners will increase. However, as mentioned above, even if the supply of these products

increases, it is unlikely that panela consumers will make such substitution. However, as a business

model, the aforementioned products do not make a greater impact as a competition.

The business model with characteristic the main feature "Panela-based drinks" currently there

is no known direct competition, it would be the first Panelatería (the closest thing to compare is a

cafeteria) not only from the town of Chapinero but from Bogotá, Colombia and the whole world,

Colombia will be a pioneer in this new business model.

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 However, if you have indirect competitors that specialize in drinks prepared in capuchin

machines or also called espresso machines (remember that Panela drinks, prepared in Panelate will

also be prepared mostly in a machine like these) such as Juan Valdez and Amor Perfecto two brands

that offer a different Panelate product but are very successful within the same category.

Feature Juan Valdez Perfect Love Panelate

Vision This brand assumes as its
purpose the support of the
work of the Colombian
coffee grower, under this
premise it frames its
communication and
promotes its products.
Purpose 1. Supporting the
coffee farmer and his work
environment
2. Generate consumer
He has a more Its purpose is to
generate new
romantic view about experience with the
consumption of
coffee consumption. It panela supporting the
work of Colombian
concentrates on the
panela farmers
"Coffee Lovers" and carrying out a work of
shows its products as rediscovery of Panela.
an element dedicated
exclusively to art and
delight
1 Generate 1. Satisfy the need to
followers of the find a place where
experts of the Café Panela can be

experiences demonstrating their consumed in

3. Demonstrate the
leadership of knowledge with the beverage

Colombia in the coffee content on their portal presentation

market
and their publications 2. Support the
(production and
preparation) on barismo. producing

families of Panela
2 They seek to in their work
identify with the
3. Increase the
Coffe Lovers
consumption of

Panela in the city

1
 and

Bogota

4. Generate new

Experiences,

innovations and

moments in the

daily life of the

City
Portfolio of *Coffee drinks alone or *Coffee drinks soles *Pot drinks soles the
combined
Products or combined -mainly combined -mainly
–chiefly
*Aromatic drinks – *Coffee drinks soles
*Aromatic drinks – Tea
Tea
*Chocolate Drinks or combined
*Chocolate
* Cold drinks with/without Drinks * Cold Aromatic drinks – Tea
flavorings drinks
with/without *Chocolate Drinks
flavorings

* Complementary products *Complementary * Cold drinks

of pastry, pastries such as products of pastry,
Cakes, Mufin, Cakes, pastries. with/without
Sandwich, Arepas,
almojábanas among others flavorings

* Complementary
products of pastry,
pastries such as
almojábanas,
empanadas
argentinas, Tortas,
Mufin, Pasteles,
Sandwich, among
others
Prices A price range ranging from A price range that A price range from

$3,800 to $8,600 in goes from $ 3,900 to $3,000 to

beverages.
$6,800 in beverages $6,500 in beverages

In Accompaniments a price
range from $ 3,500 to $ In Accompaniments a In Accompaniments a
6,500 price range from $ price range from $

1
 3,200 to $ 6,500 1,200 to $ 6,500
Advertising and They promote the product His language is They are evidenced
communication romantic, poetic and later
strategies and always propose an ideal
seductive.
scenario for consumption

(experiences)
For the brand, the
preparation and
We always talk about the consumption of coffee

coffee grower, it is an is a complete ritual.

important part of the

It eventually promotes
content of the brand.
its headquarters in
other cities of the
country.
The stories that are woven

around coffee are also

important to make the

audience feel identified

with the brand and the

product.

They generate ideal

experiences around the

product: music + coffee

(Alliance Deezer – Juan

Valdez)

Leverage products and

campaigns to engage the
public with their social and
environmental purpose

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(Campaign reap the Spirit

of Christmas)

Your points program

"Amigos Juan"

Valdez" seeks to build

customer loyalty through

purchase, offering them

benefits for frequency and

margin of consumption.

They generate a link with

the consumer through a

mailing strategy with which

they keep their audience

informed about promotions,

new stores or launches.

They also take advantage of

this resource to offer

benefits to their clients on

special dates (Mother's

Day, Father's Day,

birthdays, etc.)

Public relations are key to

your strategy; That is why
they rely on media (press)
and influencers to expand
their reach and reach new
audiences with different
content.

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Presence in Facebook
Networks
Tweerter
Social
Instagram
Youtube
Linkein
Deezer
Customer Its model is Self-Service. In
Service a survey conducted by the
entrepreneur it is evident
that although this model
generates some reduction in
payroll costs, the client does
not feel
Totally satisfied with this
model of attention since it
generates discomfort in
aspects such as cleanliness,
employee attention, waiting
times in uncomfortable
places among others
Facilities It has facilities of
approximately 70 - 80m2
mostly finding some wider
exceptions depending on
the area.
Facilities with
contemporary decoration,
always following and
respecting the brand
guidelines, not all stores are
very comfortable and some
do not present good and
constant cleaning in
bathroom areas and tables
Facebook Facebook
Tweerter Instagram
Instagram
Youtube
Linkein
Its model is Self- Its Service model is
Service. In a survey directly to the table
conducted by the providing a plus to the
entrepreneur it is client avoiding the
evident that although hassle of making
this model generates lines, collection of
some
Reduction of payroll utensils and table
costs, the client does cleaning, plus the
not feel totally convenience of good
satisfied with this service
model of attention
since it generates
discomfort in aspects
such as cleanliness,
employee attention,
waiting times in
uncomfortable places
among others
It has facilities of 60 – Panelate wants its
70m2. clients to find a
Its installations comfortable, clean,
demonstrate the
Barista's love for art quiet place, perfect to
and exalted coffee
recreate an
with thematic
photographs. The
environment of study,
facilities usually
remain clean work and gathering.
although in the self-
service care model,
there are usually
places with lack of That you do not have
asepsis.
the need to waste
time, go through
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Sales and Directly in your stores
distribution
channels
Conclusions Juan Valdez determined a
purpose and evidences it
both in his communication
and in each of his actions,
which makes his target
audience always feel
involved and surrounded
for a true brand experience.
discomfort, lose your
concentration and
purpose of the visit by
thinking about the
service of the store
Directly in your stores Directly in your stores
Authorized
distributors with other
stores within their
category
It is clear that this
brand is not as
consolidated as
Juan Valdez Café.
The strength of their
strategy is the
expertise, this is seen
in the relevance they
give to everything
related to the art of
barismo.
By creating a
community around
coffee consumption
and projecting it
almost as an art, it was
easier for him to
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 establish a community

around the brand and

streamline its

positioning.

(point in favor).

Prices

Category Juan Perfect Love Other Shops Panelate

Valdez
Pot Drinks N/A N/A

• Traditional Pot $3.000

• Panelate $4.500
• Panela Hue $3.400
• Panela Coconut $4.600
• Panela with $5.000 -
liqueurs $6.900
• Soft drinks and $3.900 -
Frappes from $5.300
Pot
Coffee Drinks

• American Coffee $3.400 - $3.000 - $4.200 $3.500 -

$4.700 $3.900
• Capuchin $4.500 – $8.000 $4.500
$4.500 – $4.600
• Café Latte $4.000 -$4.900 $3.500
$8.000
$4.400
• Mockachino $4.800 $5.900
$4.000 -
$4.000
• Machiato $ $3.900
$4.900 $3.900
• Express $3.000- $3.500 $2.500 -
$4.800 - $4.500 $3.000 -
$3.900
$6000

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 $3.400-
$4.200
Accompaniments

 Sandwich $5.200 - N/A

$12.500
• Almojábanas $5.200 - $2.700 $3.000
• Cakes $12.500 $2.900 a $4.000 $3.800
• Muffin $2.700 $4.300 $5.700
• Empanadas $2.900 a $2.600 $3.800
$4.000
• Pastry $3.800
$4.300
• Freshly baked N/A $800 -$1.200
breads $2,600
$4,500
n/a
Other drinks:

• Chocolate $ $4.500 $4.600

• Aromatic $3.900 $3.300

• Has $3.500 - $4.000 $3.500 -

$4.000
• Cup of milk $2.500
$2.500
• Milo
$3.500
• Water
$3.200
• Soda
$2.900

Benchmarking conclusions

The indirect competition of the brand has wide coverage at the national level, Juan Valdez for

example is usually recognized for being a very Colombian brand when marketing 100% Colombian

coffee, creating a brand identity that is recognized not only nationally, but also internationally. The

productive Unit with a lot of effort is currently acquiring recognition and acceptance not only for its

drinks, its prices but for all the experience it sells in this regard. The weakness of Panelate is in not

having recognition in the country and worldwide since they are rarely new in the market and with a

new proposal unknown even by consumers.

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Panelate and the competition

The main feature of the business model is "Panela-based drinks" currently there is no known

direct competition, it would be the first Panelatería (the closest thing to compare is a cafeteria) not

only from the town of Chapinero but from Bogotá, Colombia and the whole world, Colombia will be

a pioneer in this new business model.

However, if you have indirect competitors within the UPZ in which they are and specialize in

drinks prepared in cappuccino machines or also called espresso machines such as Juan Valdez and

Amor Perfecto two brands that offer a different product to Panelate but are very successful in the

cafeteria market.

Juan Valdez:

Juan Valdez is the main competitor since it has a high recognition and brand identity in the

market, as they handle specialty coffees and are the image of good Colombian coffee.

The Juan Valdés stores that offer: Coffee drinks, (snow, milkshakes, slushies, filtered,

Expresso, cold drinks, drinks with milk). Ü Pastry: salt (ham and cheese sandwich, chicken stick,

cheesecake, cheese muffin, croissant, almojábana). Sweet: (cakes, cookies, muffin, donut, brownie,

alfajor, coffee candies, chewing gum, dried fruits, mints, panelitas, tambourines). Other: articles of

clothing, coffee accessories)

Product: Colombian coffee brand, brand-product, line coffees, origin coffees, sustainable coffees,

*segment: Premium coffee consumers, its main customers are university students, executives, visitors

to the sector, regular people who work in the area daily.

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· Why do they buy? Brand recognition, variety and continuity in its products, environment and

concept, Location.

*Distribution: Wholesale producer retail customer.

* Communication: traditional advertising, commercials on television, radio, social networks, movies

(all powerful), clothing line that carries the brand, brand of the national federation of coffee growers

before the world.

· Juan Valdez stores do not have differentiation in their preparations or technological tools as we will

do with the technological platform.

Perfect Love:

Amor perfecto (the art of good coffee), as its name says promotes the culture of coffee, coffee

roaster, offers services among which is coffee maquila, sale of coffee by the pound, coffee courses. In

addition to having a coffee shop. · Its main clients are coffee shops, restaurants, hotels, companies it

should be noted that their customers are usually highly knowledgeable about the brand.

Why do they buy? : Perfect Love has a very efficient advertising hook is the representative of

(WBC) World BaristaChmpionship, a global coffee promoter. In addition to handling highly

technical processes with the latest technology. · Distribution: wholesale retailer – customer.

Communication: frequent announcements in the magazine La Barra, sponsor and promoter of the

Barista championship in Colombia, line of sellers. EYD coffee shop.

Panelate and the Competition

Strengths Weaknesses

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 • Be new to the market

• Low brand recognition locally and

• It is a direct service to the table, avoiding nationally

customers the hassles of self-service. • Low budget for advertising guidelines in

• It has comfortable and visually appealing ATL media (magazines,

spaces TV, Radio, Newspaper)

• They are the first Panela BARISTAS • They do not have support from other

experts in product handling entities or organizations in the sector

• We will have new, innovative products that 

allow the customer to get out of the

routine.

• Provide new experiences

• They are the first Panelatería in

Colombia, that is, we are the first

in presenting this proposal to the market.

Competitive advantages of Panelate:

• Thanks to its venture, Panelate has achieved brand recognition in the UPZ sector of

Chapinero.

• It is the first store dedicated to the panelera tradition of the country, it does not have direct

competitors that affect its development, expansion and potential in the market

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 • It generates new concepts, experiences and other beverage alternatives than the typical coffee

ones.

• Enter the market with traditional beverages and new beverages never before developed.

• First store to extract the concentration of Panela by means of an express machine, preserving

its components and nutrients.

• The table service and personalized explaining that it is the first store dedicated to the Panela

what are its most important attributes and the differences it has with other sweeteners this

service will be done by panela baristas and waiters who are able to guide and answer any

concerns.

• The concept will be based on the extractions and the Panelera culture with an exclusive

design that will set the place and allow easy remembrance making it striking, comfortable and

welcoming.

4.6 Consumer

4.6.1 Market segment

Geographical

Nationality: Colombian

Region: Bogotá

Climate: cold

Demographic

Age: 15 to 34 years

Sex: male and female

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Revenue: between less than one SMLV and one SMLV

Occupation: student, employee,

Family size: not applicable

Level of studies: basic medium, university and professional

Psychographic and behavioral

Consumer profile

They are young adults who are usually studying at university or working, they are always active in

their daily life that is why they look for places or establishments in which they can be distracted and

can also consume a product that serves as an accompaniment to spend a pleasant time with their

friends, acquaintances or family with whom they always frequent these establishments, Among their

tastes stands out their taste for products that contain natural elements such as panela and that are

representative of the country, coffee or panela enters here, they usually frequent the place in a break

from their work or when they finish working or studying.

In their personality we can notice that they like to socialize a lot with people, which is why they

frequent these places where they consume a drink that helps them maintain a quiet conversation and

be able to socialize with other people.

Target market

It will be taken as a variable of segmentation of lifestyles, those people who like to take care

of themselves and eat in a healthy way, academically prepared, aware of contributing to the world,

rescue traditions that are really worth adopting again as if it were their own and support all causes that

generate a positive impact on the environment and society.

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 The target market focuses on Millennials, are those born between 1981 and 2000 young

people between 17 and 34 years old, are already 25% of the world population and 43 percent of the

population over 15 years. In the United States, they have just surpassed the predecessor generation as

the main workforce in that country, and it is expected that in Latin America and the United States they

will reach 74 percent of the workforce by 2025, according to the specialized human resources

platform GO integro.

Retrieved from: (El Tiempo)

In terms of lifestyles, they are mainly students, entrepreneurs and executives with high

purchasing power. Finally, this consumer is defined as a person who likes to try new things, who

always wants the best that perceives panela as something typical and traditional of Colombia.

The consumer is demanding which means that he does not settle for a simple or flat product,

this must compensate his needs and his desires since the buyer expects to find quality which is

provided by the Panelate brand.

4.6.2 Potential market

The potential market is framed in the town of Chapinero, which has a population of

approximately 166,000 people, most of them belong to strata 4, 5, 6; and are between the ages ranging

from 15 to 74 years; have an educational level (university), are economically active or are already

pensioned which gives us a total population of 102,918 people1

1 Taken from: Population projection at the locality level 2016-2020, District Planning Secretariat –Total sum of population of Chapinero locality in the age
range of 15 to 74 years of age-.

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 In the town of Chapinero and according to the justification of our target market, in the UPZ of

Chapinero a population of 20,249 people is concentrated, of which 95.3% corresponds to upper

middle strata, that is, 19,303 people, 38.7% belongs to the Millennials (7,476 people).

For the calculation of our target market, we will take as a basis the following table which was
taken from the General Secretariat of Planning of Bogotá

Market analysis

Type of market Description Quantitative calculation Fountain

% Number
Initial data Total population 17% Source: DANE, General
UPZ Census
20.249
Lake Boy 2005
Floating 17% *Basic sheet locality of
population chapinero
101.245
Lake Boy
Total population 0,331708835 Source: DANE, General
in Census
121.494
Lake Boy 2005
Variables for % P- Medium- 95,33% Source: DANE, General
segmentation high in Census
19.303
UPZ Chico Lake 2005
(stratum 3,4,5 and
6)
% Population 38,73% Source: DANE, General
Census
Millennials Chico 7.476
2005
Lake (Men and
Women between
17 to 35
years of age)
Floating 1,00% *Basic sheet locality of
population chapinero
1.012
POTENTIAL 39,73%
MARKET
8.489

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 Target market MARKET 97% WHO.

OBJECTIVE 8.234
Market share

Market share 5,6% Own calculation

Source: District Planning Secretariat of Bogotá,

http://www.sdp.gov.co/PortalSDP/InformacionTomaDecisiones/Estadisticas/ProyeccionPobl

It is important to bear in mind that the town of Chapinero in general is a very

important economic-school sector within the city of Bogotá, it is considered the most

representative area of business and commerce. Therefore, in the previous table, the floating

population of the sector is also taken into account, which, although it does not live in the

sector, is constantly growing and can also make a market potential for a second store.

4.6.3 Market trend

Because the brand proposes a new business model, new consumer trends of organic,

healthy products issued in traditional cafeteria-type channels are studied, despite the fact that

panela is a 100% organic product. According to the publication of the Money magazine of the

new consumer income, a Euromonitor study confirms that the world market for organic food

is growing and generates new opportunities every day: only last year this niche reached US $

32,153 million.

Consumption habits according to the social environment: The consumption habits in

the middle of the social environment, vary according to the stratum of the population, that is,

the people who present the most demand for panela are the people of the middle and lower

1
strata of the societyad perhaps because it is an economic product, on the other hand, The

upper strata of society prefer to acquire other products instead of panela.

Bogotá in the business of healthy products in Colombia, beverages are winning the

battle against food, because according to a regional study conducted by Nielsen, Colombians

are more frequent to consume liquids with some functional benefit. According to research

done by Nielsen HomeScan in Brazil, Mexico, Colombia, Chile and Puerto Rico,

Colombians buy a healthy food every 40 days, a frequency that in the case of beverages is

seven days.

4.7 Market Diagnosis

4.7.1 Market Matrices

Product Development

 Currently PANEYA is within the category of the existing market of Premium type

cafeterias and being a new product within this market, PANEYA seeks to create and

develop new products to enter this market and achieve positioning in the Premium

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 type cafeterias market, for this PANEYA has developed and created different types

of drinks made from panela, both cold drinks and hot drinks, some of the products

with which PANEYA counts to enter the market are: Traditional Panela, Panelate,

Panela Matiz Panela Coconut and Panela with liqueurs.

Through the development of these new products offered by PANEYA not only seeks,

but also wants and hopes to be able to enter the market and position itself in it as the

first store that offers panela-based products.

4.7.2 Identify the problem

Panelate is a "paneyaría" store that seeks to highlight the value of panela, its

benefits and qualities, as well as show the wide variety of uses it can have, and through

PANEYA seeks to give more prominence to panela by presenting six types of different

hot drinks, as well as six different types of cold drinks and 12 different types of cocktails.

The main drawback of PANEYA is to be able to identify its level of positioning in the

market, since it is the first and only store specialized in these types of products, and being

able to improve its level of positioning in the market is one of its most important tasks

today.

Panela is a product that has been underestimated over time, and today it has had

more prominence, leaving its traditional block, plasticor round presentations and

beginning to innovate in powder or granulated presentations as sweetener options. Now

with the PANEYA store it is sought that the positioning of the panela improves and has

an importance within the category of healthy drinks, since panela is a product that can

1
 provide a wide variety of options either as cold, hot drinks or cocktails such as those

offered by PANEYA or in preparations of sweets and desserts.

Panelate seeks to publicize its products based on panela and thus improve its

positioning in the market, improving the perception that people have of panela achieving

the desired recognition in the category to which it belongs.

4.7.3 Problem statement

How to strengthenthe positioning of the company Panelate in the category of healthy drinks

in the town of Chapinero de Bogotá?

4.8 Sales history

4.8.1 Sales Share

Below, you can see the participation in monthly sales that PANEYA has had since its
opening in December 2015 until August 2016 (nine months).
MY TOTAL TURNOVER

Dec-15 $ 4.416.200

one-16 $ 3.932.400

feb-16 $ 6.037.200

mar-16 $ 4.459.400

Apr-16 $ 6.619.200

may-16 $ 8.672.200

Jun-16 $ 5.135.800

jul-16 $ 6.548.000

ago-16 $ 7.998.000

Total general $ 53.818.400

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 TOTAL INVOICING
$10.000.000
$8.000.000
$6.000.000
$4.000.000
$2.000.000
$-

From the above it can be concluded that PANEYA has had a stable level of sales, and

with the passage of time has managed to increase them gradually, as can be seen in the

previous graphs in some months the sales of PANEYA have been very representative,

although in others it gradually decreases in the following month they rise again. However,

this makes it clear that PANEYA sales are not constant, as fluctuations can be seen between

one month and another.

4.8.2 Sales Goals

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 Taking into account the sales history of PANEYA, it is expected that during the

months in which there is student activity inthe universities the monthly sale will be a

maximum of $ 8,000,000 while in the months in which there is no student activity a

minimum of three million is expected,

According to this information, an intermediate goal will be established that is maintained in a

balanced amount that oscillates or is greater than $ 6,000,000 and an ideal goal which

exceeds $ 8,000,000

4.8.3 Comparative Analysis between Equal Periods

Panelate being a new company in the market of Premium type cafeterias, still does not

have equal periods, either in terms of month or year, since so far it has 10 months of having

established its point of sale in the city of Bogotá.

General Objective

Generate strategies to publicize and provide in the market of the town of Chapinero de

Bogotá the Panelate brand as an innovative healthy drink with high nutritional contributions.

1
Specific Objectives

• Publicize the benefits ofconsumption of Panelate products.

• Increase the consumption of Panelate in the town of Chapinero.

• Increase presence in online media that increase brand recognition.

4.9 Strategies

Panelate to profile itself as a Premium brand in drinks based on panela, and that

focuses on people of medium-high and high strata is that it impacts creatively, For this within

its strategies is the option of hiring the services of a BTL advertising agency and a

Community Manager that continue to support the strategies already carried out by the first

productive unit and potentiate other means of communication, both conventional and non-

conventional

Objective 1

 Publicize the benefits of consumption of Panelate products

Strategy

Management of btl Advertising in which a creative message is handled that enhances the

authenticity of the brand and its innovation in the market with a traditional product

1
 or the sector from which you want to get more The whereabouts located in the race 13 between ntrate for the realization of the design and

and a real positioning the brand, being this one the ADO to that in these whereabouts there

or and in which people use the whereabouts are more routes that will have presence in this

means of transport will choose to have presence medium for a month in

pales where a greater number of routes in Using only one side of the MUPI

common n greater number of people are

conglomeren in DO MUPI located on Calle 60 and Pro Siguiente,

which refers to the benefits and

Message from the MUPI The place of the characteristics er and fourth mupi

establishment and product so that will handle the location of consuming that

clase of product and in the last to street 40 will be

people are clear about what they find in the informed about some prices that

establishment will be about the benefits

of panela and its cas, while in the last design it

will be expondarán that Paneya handles of the scale machine will be used at the entrance
of the á in the same way to provide information
and lamativo, decorative and that differentiates
from the ener in account that it will only serve
The replica of S will be handled at the entrance as a pensing exhibition
of the premises, but in which Uenta products
that will carry the logo of the brand will
be exhibited so that
and themain product in this

Objective 2

Increase the consumption of Panelate in the town of Chapinero.

Strategy

Use media that have not been taken into account by the brand to reach the majority of the

public in the sector

1
 n

ternatively as the a To the universities of An alliance is an An employee, who

means that not yet do en search of the distributes the flyers
and that impacts the stencil willing to AJE expense in terms of
upo objective of the and that are alizar
or in account that that alliance favor to benefiting
universities of the the two will offer
with its own al, will discounts to 30% of
seek to realize n these the purchase of the flying s
universities in them is product and s of 2x1
issued a which is using the iversity as it $1,000,000
motivated to the isitar will give
the 0.000

1
 Rebranding or both to the image

ta to make special of looking for us

fertas to those students and to benefit

institutions card. from these

Before in the stations

or that Pinero is entity in days of 10

located, near the in the afternoon and

from 4 in the
Edores since means afternoon, where
you are out of the
of transport egan to near or that are,
39th Street, and and
study or ector or
53rd Street
leave the reason the

establishment is

wanted and that

prices and possible

fertas are offered that

are

on the points of rsidad

and companies for as
know the anelate

1
o, Objective 3

Increase presence in online media that increase brand recognition.

Strategy

Have a community manager who improves digital positioning and interacts with the public on

these platforms, thus improving the recognition of paneya

A team of na person publication of a graph Social edes for 1 anager

that social networks in the network k or 00,000 having in e
of the omo well Instagram clear at least pay additional for
knows in r middle of 3 daily in which the ICA or banner that is
the networks sonas client performing less mo of $ 200,000 per
find n in which can one per month) in e
sea something in their win a bonus products
time or in account of paneya, in the same
that close ento are way is people with
that are places where brand information or
product, is

1
 ento and interaction s that generate

will inform the

location of the

Published ensajes to o
o or universities ran
close and that greater
ease of ecimiento in
addition to quietudes that
are given to people and
tes alternatives improve
the to of the brand

5.1 Management indicators

4.9.1 Success Criteria

• Increase in sales

• Repurchase of products offered by PANEYA

• Increased brand recognition in the UPZ of chapinero.

• Increased demand for the products offered by PANEYA.

• Increase of views to the web site and social networks.

4.9.2 ROI

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 Taking into account the initial investment that the owner made to establish and open

the PANEYA store, worth $ 40,000,000 =, at the moment that the owner recovers this

investment, thanks to the profits the success of the marketing plan and the

PANEYA shop

4.9.3 Market Share

• Increase in new customers.

• New customer loyalty

4.9.4 Brand Recall

• Consumers recognize the name PANEYA.

• Consumers are aware of PANEYA's location

• Consumers know what kind of store PANEYA is and what products it offers.

4.9.5 Other Actions Measurement

• Through surveys after having applied the strategies proposed in the marketing plan,

inquire about the perception that consumers have of

PANEYA.

• Measure the increase in PANEYA social media usage

• Opening of new stores in the UPZ of chapinero.

MANAGEMENT
INDICATORS

AREA INDICATOR OBJECTIVE

COMMERCIAL • Management of BTL • Measure the number
Advertising in which a of people summoned
creative message is handled V/S real Assistants.
that enhances the authenticity
of the brand and its
innovation in the market with

1
 a traditional product
COMMERCIAL • Use media that have not been
had
in account by the brand for
Reach the majority of
the public in the sector
COMMERCIAL • Have a community manager
who improves digital
positioning and interacts with
the public on these platforms,
thus improving the recognition
of paneya
Conclusions
• Products nominated V/S
Products sold.
• Identify the impact on social
networks.
• Increase the number of
Visitors to Panelate and
therefore the increase in sales.
• Know the variety of
innovative products based on
panela that manages paneya.
• DaR to know the idea of a
traditional drink in a Premium
place, which rescues and
evokes the experience of
consuming drinks based on
natural products such as panela.
• We seek to create, strengthen
and maintain stable and lasting
relationships with customers
and, in general, any user
interested in the Innovative
brand such as Panelate.
• Generate empathy, creativity
and ingenuity, in order to
retain and attract more
customers.
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 In the course of this research it was possible to demonstrate the importance of

knowing not only the category to which the product belongs, but also that it is of vital

importance to be able to have clarity of its segmentation, its characteristics and its

positioning. Additionally, the proper implementation of the research instruments allowed us

to know the perception that consumers have of the product, and orient ourselves more

accurately with the appreciations of the owner and manageris of

PANEYA.

With the development of this research, it was possible to reach different conclusions

that privilege a multiple approach to the complexities that brand management brings within

itself.

In the first place, there is the importance of the use of interdisciplinarity in the

development of marketing and advertising strategies, as we pointed out above this is an

approach to a problem of brand management that currently develops the company that

includes within itself the investment of resources in the promotion of the same and the

effectiveness that is had in the consumer The dynamics present in the administration go hand

in hand with the expansion of markets and developmentor productive forms, making this

discipline one of increasing complexity and in this case Panelate does not have a clear

structure focused on the execution of its strategies to achieve a greater positioning of the

brand

1
 It is clear that,within the UPZ sector of Chapinero, Panelate is in the process of formation

not only as a brand, but also with its consumers, of whom they have a very high degree of

acceptance and satisfaction as we could show in the survey carried out(see annex).

• We can conclude that the brand currently carries out positioning and promotion

strategies through digital advertising on social networks and using voice to voice as a

marketing strategy , managing to positively impact its consumers.

• The strategy of recognition and positioning that the brand has, are clear achieving an

impact on the subject at an emotional, functional level, Customers who know the

maraca are satisfied with the services andproducts offered in the store

• The realization of the market research allows us to conclude that the brand has a good

positioning within the catchment area where it has a high traffic of passers-by,

however it allows us to conclude that the brand indeed has a low level of positioning

within the UPZ analyzed because it is not recognized or highlighted before its

competitors.

• There is a lack of organization on the part of entrepreneurs, which allows them to

regulate the marketing, advertising and marketing activities of their product.

• The current location of the store is a fortress as it is within one of the strongest

locations in the financial, student and commercial sector of the city, where they have

not only an objective market to penetrate but also a potential market to discover and

conquer.

• Their marketing and advertising strategies, although scarce and with little economic

resources, are being directed effectively, since the consumer feels attraction, curiosity,

satisfaction towards the brand, which tries to involve him in the environment that he

wants to project the image of the brand.

1
1
Recommendations

Before undertaking a business plan, it is important to carry out a marketing study that

reflects what the current situation of the company is within the market category. The most

difficult thing is not to produce and/or market a product or a service, butto identify all those

elements that can make it position itself in the market. It is necessary to make a detailed

analysis of the competition, determine its weakness and try to turn it into strength in the

company, know the needs of the consumer and their perception towards the product they sell.

The company is able to develop mechanisms where it can continue to strengthen the brand

from the projection of an image as an organization with a social focus, which manages to

transcend a product and position itself as an intrinsic value that is projected on the brand and

in turn generates differential factors that manage to prevail against the competition and

increase the consumption of its products.

For the purposes of expansion at thelocal and national level, it is necessary to

implement and invest in a marketing and advertising plan that focuses on strengthening its

positioning and recognition with attractions that reflect the attributes of the product where

consumers can find a product withtraditional bases, healthy innovation.

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