EXECUTIVE SUMMARY

1.1 JUSTIFICATION AND BACKGROUND

Currently, due to the chemicals consumed in food, we find ourselves

with illnesses that over time degrade our condition
for health for this reason we seek to consume products whose
ingredients should be natural.

Our sauce is a product whose main ingredient will be fruit,

natural sugar and at a price that is affordable for any type of consumer.
Regarding the production process, there will be close attention to ensure that it does not generate
an environmental damage in search of fruit from reliable farmers

1.2 GENERAL OBJECTIVE

Develop a business plan that will help us distribute and sell the sauce to
all kinds of clients.

1.3 SPECIFIC OBJECTIVES

1. Identify potential clients in the market.

2. Determine through the capabilities of the associates what will be the
internal structure of the company.
3. Design the financial structure in order to have an analysis of
budget sensitivity, financing, and investment.

1.4 BUSINESS CONCEPT

The economic activity which is focused on design in production and in

the distribution of the product.

The social function is designed to satisfy a market and generate well-being.

good quality of life.

The market's need to satisfy customers who choose to purchase and

consume natural products that are accessible to the target market and that
they find in our product the diversity of a natural product with a seal
of quality.
 1.5 COMPETITIVE ADVANTAGES AND VALUE PROPOSITION

COMMERCIAL ADVANTAGES:

National product
Product innovation.
Concern for health.
Little competition
Various forms of marketing

TECHNICAL ADVANTAGES:

Production methods
Preparation with natural fruit pulp.
Maximize both human resources and raw materials

FINANCIAL ADVANTAGES:
Low production costs.
Broad distribution market

2. MARKET RESEARCH

2.1 SECTOR ANALYSIS

TECHNOLOGICAL DEVELOPMENT

The rural Colombia, whose economy was based exclusively on the sector
Agricultural, has gradually transformed and for that reason, the sector has not stopped
to occupy an important place in the development of the country and its economy.

The application of mechanization processes in production has been a factor

decisive for the modernization and achievement of the goals reached so far
(increase in production areas, exports, productivity and
cost reduction, etc.). It is evident, given the progressive internationalization of
the markets, the need for a medium-term economic development model,
deadline, which promotes more intensive processes of mechanization and industrialization
from the agri-industrial sector. The above is independent of whether such production is or
not intended for the external market; since security and supply
Feeding it, in quality and quantity, must be a priority in state policies.

An appropriate selection of technological models for the processes of

mechanization would be a first stage in the perspective of adaptation,
modification and design for our production and social particularities
economic and cultural. In the country, mechanization has had a wide
development for commercial production.
The production is intended for exports and as raw materials for the
national industry (textile, beverage, and animal feed concentrated On the contrary, the
Food production is dispersed; it does not have many alternatives.
mechanics suitable for their agro-climatic and economic-social conditions; it
which has generated subsistence economies that do not generate surpluses, that
they can increase income and with it the standard of living of the communities.

Unfortunately, the environments are suitable for agro-industrial production,

which has a high economic technological component, which leaves aside
small-scale production systems.

Currently, machines have become an important input as

power source in the agro-industrial company. With the development and
improvement made over time, the machines and equipment
used in mechanization have achieved different configurations, adjusting to
various production requirements.

A special effort of research development is required to present

mechanized options that contribute to redeeming the difficult situation of the
small producers.

The Food Preparations sector has experienced growth of 38%

from 1999 to 2011, and it can be expected that this percentage will continue already
that population growth is the main reason for the increase in the sector. Thus
like the stimulation of consumption through advertising.

The main obstacle for the entry of this agro-industrial segment is

rivalry in the case of tomato sauces and natural sauces or other types
flavor, as well as the high promotional investment required for these two products,
strategy that has been implemented as a result of rivalry for the
capturing higher market shares. Another identified barrier is the power of
negotiation that distribution and marketing channels have since
The marketing of food to final consumers is managed by some.
business groups.

Due to the diversification by types of supermarkets developed by this

group, there are possibilities for all types of food products directed at this;
embargo, it should be taken into account that high competitiveness and the offer of new
products require managing strategies that in some way ensure success of
product on the supermarket shelves.

40% of the market is handled by small commercial establishments

generally owned by individuals or small businesses that are
They supply the large wholesalers and in case distributors that reach up to the
the most distant places from capital cities. The risk in this case lies not
only in the effort to reach the rest of the retailers but in achieving that the
wholesalers and distributors accept the product that represents 40% of
market that is not served by large retailers." Another limitation of this
marketing method works best for low-end products
price, since the upper class, upper middle class, and middle class go shopping at
prestigious stores, which other supermarkets and neighborhood shops
they remain to cater to the most popular sector of the population.

AGRICULTURAL AND INDUSTRIAL CHAIN

Our Agricultural and Industrial Chain starts with the preparation of the land itself
for the cultivation until the placement of our products in the market, in order to
that our consumers can enjoy them on their table while preserving all their
originality, flavor, and nutritional value. Here we describe one by one the steps that
we continue.

Sowing: 100% manual sowing process with a priority on care

and conservation of the fertile layer, using high-quality seeds.

Crop: Ongoing monitoring of crops, timely detection of risks,

taking actions to control threats (pests and diseases) resorting
As much as possible to natural inputs. 100% manual process.

Harvest
quality. Cleaning of land and natural degradation of waste without use
burns.

Transformation: Taking high-quality products with high intensity of

Colombian labor in the peeling or shelling stage made up of
mostly by single mothers under formal employment. Preparation
of product with inputs of the best quality in nutritional and health terms.
High levels of hygiene and asepsis in food handling. Formulas
faithful without mixtures of sweeteners or flavorings.

Packaging: Proper use of materials that ensure protection and

product preservation and at the same time contributes to environmental preservation
environment due to its largely biodegradable components.
Conservation: High standards in cold chain management throughout
product distribution process.

Marketing: Coverage at the level of large, medium, and small businesses

small, gastronomic centers, and clients abroad with a chain of
efficient distribution, high levels of punctuality, and compliance in delivery
with total quality guarantee.

Value added: Food production that aims to meet the needs and the
current consumer desires for high-quality standards in taste and nutrition,
achieved from our formulas that preserve the originality of each
product. We manufacture 100% natural products that do not contain additives,
preservatives, flavorings or fillers.

SECTOR BEHAVIOR

The agribusiness in Colombia dates back to the year 1904 when there were some
artisanal food companies, including some dedicated to processing
of cotton, tobacco, etc. Beginning in 1936, the development starts to take place.
legislation for this area, where the main mechanisms were analyzed
this process.

After World War II, with the inclusion of markets and new
technologies, the agroindustry was evolving, leveraging the demand
growing of this type of products to such an extent that in the year 1945, the industry of
Food and beverages represented 47% of the value of production in the sector
industrial and generated 27.2% of employment in the country.

In Colombia, in 1960, the food sector accounted for 29% of GDP and the
Food industry (excluding beverages), contributed with 2.3% of the
Economy. In 1968, the staple food products of Colombia were
acquiring a greater dynamic, standing out within the industrial sector
food industry, milling, sugar, fats and oils, baking, dairy products
chocolate shops, delicatessens, and confectioneries among others.

By the 1980s, the economic situation of coffee growers and the volatility
from the international grain prices, they boosted the national federation of
coffee growers to diversify their crops and economic activities such as the
promotion of agro-industrial companies helping the growth of others
sectors such as livestock and fruits from the coffee axis.

The agro-industrial sector has evolved rapidly over the years, due to
For this reason, two types of agro-industries have been identified: traditional agro-industry.
and the modern. The former is characterized by having a high level of participation from the
raw materials of agricultural origin and the use of a technology
relatively simple.
Modern agroindustry incorporates a high level of transformation in its activities.
the raw materials for which they reach an intermediate stage of development
industrial; the adoption of cutting-edge technologies generates more added value to it
sector.

Due to all the above, governments began to include in their development plans,
the planning of the agro-industrial sector, creating laws that protect and benefit
to this industry as it has a significant participation in the Colombian economy,
driving an agile, inexpensive, and competitive agro-industrial production, promoting
thus the business development in Colombia.

Currently, Colombia is advancing in the production of chains.

agri-food industries such as: agro-industrial chain of sugar and confectionery, chain of
coffee and instant, agro-industrial chain of milk and derivatives, chain
agroindustrial of meat and by-products, agroindustrial chain of oilseeds and
oils, cereal chain, poultry and pig farming, wheat and milling chain
rice and milling chain, agro-industrial chain of corn and poultry, chain
of wine and fruits (grape), vegetable chain (fresh tomato and processed), chain
potato agroindustry, banana agroindustrial chain, chain of the
fish farming (pacu, tilapia, and trout), cocoa chain and processed products, chain of
chocolates and confectionery, agro-industrial chain of panela, chain of non-alcoholic beverages
alcoholic beverages (juices), textile chain, leather chain, forestry chain (timber)
tobacco chain, rubber agro-industrial chain.

Which have shown continuous development that has affected the increase
in general exports, the agro-industry depends on the way of
production, from the presence of economies of scale and the use of methods
modern administrative, and for this sector to grow even more it is necessary
meet some basic conditions such as: increase processes
of urbanization, the growth of per capita income, the changes in habits
of consumption, the insertion into broader markets (national and international)
and the diffusion of processing and distribution technologies increasingly
efficient.

Colombia is one of the countries with the greatest potential for land expansion for
agricultural use in the world with more than 14 million hectares, of which so
only 4.4 are being properly used. Of that total, the country has
7.4 million hectares suitable for horticultural development of which
only 11.3% is being used. With that potential, the country can reach
position itself as the largest producer in Latin America surpassing Brazil, and
second largest producer in the world after China.

On the other hand, Colombia is one of the countries with the greatest availability of land and
variety of climates in the world for the cultivation of fruits and vegetables. Due to its
condition of a tropical country located in the equatorial zone, the national territory
it benefits from permanent brightness, allowing it to harvest all year round
the year. In the same way, it can develop crops from sea level to the
2,800 meters above sea level, which represents about 95% of the national territory.

Colombian fruits and vegetables, compared to other countries in the subtropics,

they are of better quality in relation to the organoleptic characteristics,
mainly with color, flavor, aroma, and higher content of soluble solids and
Brix degrees.

Within Latin America, after Costa Rica, the country has the largest
annual precipitation rate (2,708 mm/year), which places Colombia as the
seventh country in the world with the greatest water availability (FAO). It is worth highlighting
this advantage drastically reduces the investment costs in the system of
irrigation.

During the last decade, Colombian fruit exports doubled,

reaching USD 800 million and over 1,800 tons. In the horticultural sector,
an increase in per capita consumption has been observed within the country, which
which has reduced exports because the local selling price is highly
competitive.

Colombia also has a large availability of skilled labor.

agronomic and related in technical/technological programs, professional and of
graduate studies, with more than 15,800 graduates between 2007 and 2010.

The Cauca Valley is home to one of the most recognized centers of

research such as the International Center for Tropical Agriculture (CIAT).
This is one of the 15 members of the Advisory Group for Research.
International Agricultural (CGIAR).

EXPORTS:

According to figures from the National Department of Statistics, DANE and

PROEXPORT, the growth in total Colombian exports was
driven by increases in food product sales, the
Colombian exports in the first nine months of the current year
increased by 22 percent, from US$ 9.705.2 million to US$ 11.864.3
millions and showed a growth of 22.2% compared to the same period
from the previous year. The United States remains the main destination for the
Colombian exports by participating with 40.4% of the total exported,
next is the CAN with 18.8% of the total exported amount and as third
the destination is the European Union.
PER CAPITA AND APPARENT CONSUMPTION

In Colombia, the per capita consumption of mayonnaise is 210 grams and that of sauce
389 grams tomato, which is low when compared to countries like Chile whose per
The weight in tomato sauce and mayonnaise exceeds 1.5 kilograms, or the United States whose
per capita consumption is over 2 kilograms (Source: Nielsen Homescan and
Retail Index).

TARIFF CLASSIFICATION

A tariff is ataxthe lien that applies to the goods that are the object
ofimportationoexportThe most widespread is the one that is charged on the
imports, while tariffs on exports are lower
currents, there may also be transit tariffs that tax the products
that enter a country headed to another. They can be "ad valorem" (at value), like
a percentage of the value of the goods, or 'specific' as an amount
determined by unit of weight or volume. When ashiparrives at a port
customs officera customs officer inspects the contents of the cargo and applies a
tax according to the rate stipulated for the type of product. Because
goods cannot be nationalized (incorporated into the economy of the territory)
receiver) until the tax is paid, it is one of the most taxes
easy to collect, and the cost of collection is [Link] is the
entry, exit, and clandestine sale of goods without meeting the requirements
corresponding tariffs.

TARIFF SUBHEADINGS IN WHICH THEY ARE CLASSIFIED

PRODUCTS FROM THE SAUCES AND SOUPS SECTOR

SUBITEM
210310 Soy sauce
210320 Ketchup and other tomato sauces
210330 Mustard flour and prepared mustard.
210390 The other sauces
210410 Preparations for soups, stews or broths; soups, stews or
broths, prepared
210420 Homogenized composite food preparations.
 3. COMPETITION ANALYSIS

Main participants and potential competitors

THE CONSTANCY (COLOMBINA)

CAMPI (TEAM FOODS).
SAN JORGE. (PANAL S.A.S)

Analysis of strengths and weaknesses of competing companies

THE CONSTANCY (COLOMBINA)

STRENGTHS
Wide variety of products (Tomato sauce, mayonnaise, base sauces)
mayonnaise, mustards, and tomato base and jams.
Brand belonging to COLOMBINA multinational company
Colombian company very well positioned in the internal and external market.

Own production plant located in the city of Bogotá which

it bears the name of the brand, being one of the complexes
largest productive enterprises in the country with high quality standards and
cutting-edge technology.

WEAKNESSES

Products made with ingredients with high chemical content:

Stabilizer (Xanthan Gum), preservative (Sodium Benzoate), among
others.
Daily consumption over time is a cause of
health problems for their clients: Ulcers, cholesterol, sugar in the
blood, among others.
High levels of calories in its products are a cause of obesity for
its consumers.
 CAMPI (TEAM FOODS)
STRENGTHS

Wide catalog in variety of products: dressings, sauces,

margarines and oils.
Multinational company with production plants located in
Colombia, Mexico, Chile and commercial office in the USA.
Of the six production plants that the company has, the main ones
Bogotá, Barranquilla, Buga, and Caloto are located.
Strong position in the domestic market.

WEAKNESSES

In what interests us as competitors in the commercial field.

it is not very strong related to the production and distribution of sauces
since there are much stronger competitors in the field, their only
products in this category are tomato sauce and mayonnaise.
Long-term health problems for its consumers.
Products made with high-quality ingredients contents
chemicals: Emulsifiers (Monoglycerides of fatty acids), Synergist
(Citric acid), Antioxidant (TBHQ).

SAN JORGE (PANAL S.A.S)

STRENGTHS

Wide variety of competing products for our product:

Pineapple jam, Bar B-Q sauce, mayonnaise, ketchup, among others
others.
Product manufactured by PANAL S.A.S, a Colombian company that
It is distributed in the country and has a market internationally in Ecuador
imported and distributed product by the company from the neighboring country
LEVAPAN S.A.
The only production plant is located in Rionegro, Colombia KM
35 Medellin Highway.

WEAKNESSES

Its external positioning is not very strong.

 Internally, it is gaining strength in the market, which is beneficial.
for our products.
Products made with ingredients with high chemical content:
Acidulant (Citric acid), Stabilizer (CMC), Chelating agent (EDTA).

Existing associations

THE CONSTANCY: product manufactured and distributed by (COLOMBINA)

having its production plant in Colombia in Bogotá D.C.
CAMPI: product manufactured and distributed by (TEAM FOODS) having its
production plant in Colombia in Bogotá, Barranquilla, Buga, and Caloto.
SAN JORGE AND RESPIN: product manufactured and distributed by (PANAL
S.A.S) having its production plant in Colombia at Rio Negro KM 35
Medellín Highway.

Analysis of substitute products and their behavior in the market

Jams
TOMATO SAUCES
MAYONNAISE
DRESSINGS

These products have a high demand in the market as substitutes for

our product barbecue sauce for grilling meats, statistically eight out of ten households
Colombians store sauces in their refrigerators to prepare their meals.
tomato, mayonnaise, mustard, six out of ten households jams and five of
every ten dressings are made with their main ingredients to prepare them
foods.

The level of competition in terms of acceptance and consumption of sauces is led by

THE CONSISTENCY with 53%, the most consumed jams by
Colombians are those manufactured by SAN JORGE at 45% and the dressings.
Preferred by households in Colombia are those manufactured by CAMPI with 47%
in a few words we have a very competitive internal market but with
consumption needs to be satisfied which will be our battle horse
to meet and satisfy the needs of the customer.
Analyze the selling prices of competitor products

SAUCE FOR MEATS

SAN JORGE (PANAL S.A.S)

ENGLISH: COST $ 2650 QUANTITY 155 GR.

BLACK: “ $ 2250 “ 155 GR.
BAR B-Q “ $ 4000 “ 240 GR.
4550 “ 380 GR.

THE CONSTANCY (COLOMBINA)

CHINA: COST $ 1550 110 g.

BLACK “ 250 GR.

FRUCO
GRILL
BAR B-Q: " $ 3850 290 GR.
$ 3150 175 GR.

TOMATO SAUCE

SAN JORGE (PANAL S.A.S) : COST $ 5300 QUANTITY 1000 GR.

THE CONSTANCY (COLOMBINA): COST $ 2200 CANT 200
GR.
$3100
FRUCO: COSTO $ 7000 CANT 1000 GR.

MAYONNAISE

SAN JORGE (PANAL S.A.S)

THE CONSISTENCY (COLOMBINA): COST $ 2450 QUANTITY 200 GR.
CAMP: COST $ 2150 QUANTITY 180 GR.
 FRUCO: COSTO $ 7000 CANT 1000 GR.
RESPIN: COST $ 2300 QUANTITY 200 GR.

JAM

SAN JORGE (PANAL S.A.S)

LA CONSTANCIA (COLOMBINA)
RESPIN: COST $2100 QTY 200 GR.

As can be analyzed in the competitors' price list, where

the most traded products in the market are found there is a
marked difference in prices, which is a determining factor for
our product, as can be seen the San Jorge and Fruco brand
they have a higher cost compared to the prices of the certificate and the
Coruña company that is just starting to establish itself in the market,
making a direct comparison with the flagship product of our
barbecue sauce company has advantages that need to be leveraged
the maximum profitability and disadvantages that we have to overcome for
to have a good positioning in the market.

Image of the competition before the clients

THE CONSTANCY (COLOMBINA)

SAN JORGE AND RESPIN (PANAL S.A.S)

CAMPI (TEAM FOODS)

 FRUCO

Segment aimed at the competition

The image that these brands and products have in front of a consumer is
positive in various areas for the manufacturing companies of the same,
generating good dividends and profits and providing them with stability in the
market, these products are aimed at any type of national and
international targeting the kitchens of households
Colombians.

4. MARKET ANALYSIS

Salsa consumers are looking in the market for a product that besides
give food a good taste provide health with their ingredients,
they are adults who due to gastric issues, colon problems, overweight or due to
being in good health is entering the trend of 100% natural foods
without coloring agents and with special sugar, with a high level of education for
appreciate the benefits and with stable income so that our sauce becomes
a traditional and essential product in the market.

As far as quality is a decisive purchasing factor since it has a

demanding public that will find a difference in flavors which is expected to
our has an excellent acceptance covering the need and satisfaction of
public.
TARGET MARKET

Our product is aimed at people who care about their health and
well-being, therefore they choose to include within the purchases of the family basket
natural origin foods that are beneficial for your body and do not generate
medical contraindications that may trigger others in the long term
inconveniences.

Our product focuses on those individuals who, due to their health or simply
to get into the trend and knowing the benefits of natural products
they wish to acquire them, within this specific classification it is necessary to define
objectively the destination:

a. People who have a job and an average salary that allows them
easily acquire our product.
b. People aged between 25 and 60 years
of middle and upper class
d. Those who have problems with the consumption of products with a high percentage of
sugar and chemicals
e. People who care about their health and aesthetics.

CATEGORY SELECTED VARIABLES

REGION Caldas- Manizales
CITY SIZE Small city, small town
DENSITY OF THE AREA Urbana
CLIMATE Cold rainy

DEMOGRAPHIC SEGMENTATION
AGE 25 A 60
SEX Both sexes
MARITAL STATUS No importance
INCOME It is not stipulated
EDUCATION It is not a determining factor
OCCUPATION Any occupation

PSYCHOLOGICAL SEGMENTATION
NEED MOTIVATION Feeling good self-esteem, fashion
PERSONALITY Preserved
PERCEPTION Moderate risk
 LEARNING Intermediate and advanced
ATTITUDES Positive
Psychographic segmentation
SEGMENTATION According to lifestyle
CULTURAL Americana
RELIGION Any type
SUBCULTURES (race-ethnic) Hispanics
SOCIAL CLASS Average and high
FAMILY LIFE CYCLE Anyone

USAGE-RELATED SEGMENTATION
FREQUENCY OF USE Always
INTEREST OF THE STATE Very frequent
Brand Loyalty Health and loyalty through quality

SEGMENTATION RELATED TO THE USE SITUATION

TIME Permanent
OBJECTIVE Provide health and satisfaction
LOCATION Familiar
PERSONA Men and women

5. MARKET STRATEGY

Taking into account the data provided by our market study

we want to reach our customers in a direct way by positioning our
brand in a non-differentiated way only in current, new markets
segments using marketing mixes.

a. PRODUCT STRATEGY
Our product meets the needs of a 100% natural customer who
wants to give a special flavor to his differentiated meat consumption.
 The description of our product basically reflects the profile of the
client we want to reach based on a combination of
100% natural foods.
Which are made with the highest quality standards
allowed by the food superintendent during the preparation
Our product applies the highest quality standards to
to provide the end consumer with a 100% product guarantee
natural and one that you can trust.
A main feature of our product is going to be the packaging.
with which we want to reach our end customer providing the market
greater durability, preservation, and hygiene
Among our many features, we find our flavor.
exquisite and made with natural products which is going to
differentiate in the market.
Develop a high level of customer service that provides greater
advice on purchasing.
Include new attributes to the product such as cutting-edge designs.
our packaging bright colors natural messages to our
client.

b. DISTRIBUTION STRATEGY

A good distribution channel creates excellent advantages in terms of

optimization of resources and time because it makes the product available to the
consumer at the moment he needs it, place where the product is provided
to the end customer and position because it allows the physical delivery of the product in the

Caldense area through full-time wholesalers

c. PRICE STRATEGY

We will launch a product to the market with affordable, attractive prices and
Good quality so that we have a quick penetration.
welcome and gradually achieve a positioning to reach our
break-even point.

d. COMMUNICATION STRATEGY
i. PROMOTION STRATEGY: Special discounts for
clients who purchase in large quantities, agreements
with different restaurants, supermarket and shops
naturists.
ii. ADVERTISING STRATEGY: Dissemination through
flyers, advertising through the website, radio spots
television, drive and tasting in the different
supermarkets.
iii. STRATEGIES FROM SERVICE: The product where it
It will specify all the characteristics of price, design, and shape.
Payment. Creation of customer service line and forums
interactive.
 FINANCIAL PROJECTIONS

INFORMATION 2011 2012 2013 2014

SALES BUDGET IN UNITS
UNITS 48 58 69 83 100
BUDGET UNIT PRICE
SALE PRICE 5,000 4.800 4.600 4.400 4.200
BUDGET OF INCOME
CASH SALES 240,000 276.480 317.952 364.954 418.038
VAT GENERATED 16% 38,400,000 44.237 50.872 58.393 66.886
TOTAL CASH SALES 386.400 320.717 368.824 423.346 484.924
INCOME TAX PREPAYMENT 8,400 9.677 11.128 12.773 14.631
INCOME FROM SALES OF
TOLD 386.316 three hundred eleven
357.696thousand
410.573
forty 470.292

CREDIT SALES 96,000 110.592 127.181 145.981 167.215

5% discount 4.800 5.530 6.359 7.299 8.361
NET SALES ON CREDIT 91,200 105.062 120.822 138.682 158.854
VAT GENERATED OF 16% 14.592 16.810 19.331 22.189 25.417
VAT WITHHOLDING 75% 10.944 12.607 14.499 16.642 19.063
ADVANCE OF INCOME TAX 3.192 3.677 4.229 4.854 5.560
CREDIT SALES INCOME 91.656 105.588 121.426 139.376 159.649
TOTAL INCOME 387.232 416.628 479.122 549.949 629.941
VARIABLES FOR FINANCIAL STATEMENTS
NET SALES 331,200 381.542 438.774 503.636 576.892
CASH INCOME 3871179 403.429 463.944 532.527 609.985
INVOICES TO COLLECT 11.457 13.198 15.178 17.422 19.956
VAT WITHHOLDING ADVANCE 1.824 2.101 2.416 2.774 3.177
PROVISION PORTFOLIO 2.291 2.640 3.036 3.484 3.991

SALES EXPENSES:
$1,000,000
BUSINESS CARDS: $300,000
$300,000
$400,000
 2. HUMAN TALENT IN SALES + BENEFITS
$ 5,000,000 ANNUAL
3. SELLER: $ 6,500,000 ANNUAL
4. INTERMEDIARY MARGIN 15 %:
$90,000
SPEAKERS: $90,000

$12,680,000

GENERAL CONCLUSIONS

Salsa del campo's main purpose is to penetrate the market of a

direct way obtaining a general acceptance from the client which is
our reason for being.
Our product is aimed at a specific customer profile because
our sauces are 100% natural what we seek is to provide you with
Our clients' main concern is health and well-being.
Any type of customer can consume our sauces, therefore our
the market is very broad and we have no type of restriction having in
tell that they are products made with the highest standards of
quality is what guarantees the product as such.
4. To conclude this spectacular project, you are all invited to the
spectacular launch of the healthiest and most delicious salsa of
market on Thursday, May 3, 2012, at the university fair of the
Luis Amigo University, we are waiting for you and remember that health is the most important.

important for our lives.

 MARKET RESEARCH

Presented by:

Johana Patiño Franco

Juliana Marcela Hernández Osorio
Gloria Lucia Valencia
Fabbian Alberto Aguirre Cifuentes

In the Market Research module

To the teacher Emma Eugenia Mesa

LUIS AMIGÓ UNIVERSITY FOUNDATION

FACULTY OF ACCOUNTING AND ECONOMIC SCIENCES
MANIZALES CALDAS
SEPTEMBER 2012