FEASIBILITY PROJECT FOR THE CREATION OF A

GUAVA PULP CANDY FACTORY

AUTHORS:
PIETY CECILIA ROJAS VARGAS
SANDRA MILENA CEDEÑO ARTUNDUAGA

TECHNOLOGICAL CENTER OF THE AMAZON

TECHNOLOGICAL SPECIALIZATION IN PROJECT MANAGEMENT
Florencia - Caquetá
2012

FEASIBILITY PROJECT FOR THE CREATION OF A

GUAVA PULP SWEET FACTORY
1
 AUTHORS:
Piety Cecilia Rojas Vargas
SANDRA MILENA CEDEÑO ARTUNDUAGA

DAGOBERTO RIVERA

TECHNOLOGICAL CENTER OF THE AMAZON

TECHNOLOGICAL SPECIALIZATION IN PROJECT MANAGEMENT
Florencia - Caquetá
2012

TABLE OF CONTENTS
2
 Page.

INTRODUCTION

1. JUSTIFICATION OF
PROJECT.......................................14
1.1. ENVIRONMENTAL ANALYSIS.................................................................15

1.1.1. Medium social and cultural.........................................................17

1.1.2. Medium Economic..................................................................................17
1.1.3. Medium technological..........................................................18
1.1.4. Medium legal political...............................................................................18
1.1.5. Medium Ecological............................................................19
1.1.6. Analysis global environment....................................................................19

1.2. SELECTION OF THE PROJECT IDEA....................................21

1.2.1. selection from the idea................................................................................21

1.2.2. Delimitation temporal space of the idea..............................................21

1.3. IDENTIFICATION OF PROBLEM...............................................22

1.3.1. Description of the problem.........................................................22

Causes of the problem..............................................................................23
Consequences of the problem..................................................................23

1.4 ALTERNATIVES FOR SOLVING THE PROBLEM........................23

1.4.1. Approach from the solution alternative...........................................23

1.4.2. Description from the alternative solution..............................................24
1.4.3. Solution and justification of the alternative solution............................24

1.5. PROJECT OBJECTIVES............................................................24

1.5.1. Objective 24
Objectives Specific.............................................................................25

1.6. SCOPE OF THE PROJECT............................................................25

1.6.1. Projections..........................................................................................25
1.6.2. Limitations...........................................................................................27

3
2. MARKET STUDY ................................................28

2.1. THE PRODUCT....................................................................................36

2.1.1. Characteristics
2.1.2. Uses........................................................................................................37
2.1.3. Products complementary...................................................................37
2.1.4. Analysis of prices.................................................................................37

2.2. THE CONSUMER...............................................................................39

2.2.1. Characteristics of the user.....................................................................39

2.2.2. Delimitation geographical.........................................................................40
2.2.3. Analysis from the demand
[Link].Historical demand..................................................................................41
[Link] Current demand......................................................................................42
[Link] Future Demand......................................................................................42

2.3. THE COMPETITOR................................................................................42

2.3.1. Characteristics of the competition..........................................................42

2.3.2. Strategies of marketing.............................................................42
2.3.3. Analysis of the offer................................................................................51
[Link].Historical offer.......................................................................................53
[Link] Current offer...........................................................................................54
2.3.3.. Offer Future..........................................................................................54

2.4. DETERMINATION OF THE TYPE OF DEMAND................................54

2.4.1. Demand unsatisfied, satisfied and saturated.........................................54

2.4.2. Deficit the surplus of the supply

2.5. THE SUPPLIER..................................................................................55

2.5.1. Characteristics from the supplier.................................................................55

2.5.2. Characteristics of the inputs or raw materials.....................................55
2.5.3. Analysis of prices of inputs or raw materials..............................59

2.6. MARKETING AND DISTRIBUTION OF THE PRODUCT........60

2.6.1. Strategies marketing to be used..............................................60

2.6.2. Channels distribution to be used.........................................................61
2.6.3. Projection of the quantities to be offered..................................................63

3. TECHNICAL STUDY ..........................................................76

3.1. PRODUCTION PROCESS...................................................................76
4
 3.1.1. Description of the process.........................................................................77
3.1.2. Subjects materials or supplies to be used.....................................................82
3.1.3. Description of the movable or immovable goods to be used.....................84
3.1.4. Description labor to be used..............................................85

3.2. PROJECT SIZE................................................................85

3.2.1. Variables what determines the size of the project.................................85

3.2.2. Size of the project............................................................86

3.3. LOCATION OF THE PLANT.....................................................86

3.3.1. Macrozone.........................................................................................87
3.3.2. Microzone..............................................................................................87

3.4. ORGANIZATIONAL AND ADMINISTRATIVE ASPECTS.........87

3.4.1. Distribution plant physics...............................................................87

3.4.2. Type to create society.........................................................................88
3.4.3. Structure organizational.......................................................................89
3.4.4. Aspects legal..................................................................................98
3.4.5. Aspects environmental.............................................................................98

4. FINANCIAL STUDY......................................................99

4.1. INITIAL INVESTMENT..........................................................................99

4.1.1. assets fixed ............................................................................................ 99

4.1.2. assets deferred.....................................................................................99

4.2. REVENUE PROJECTION...................................................99

4.2.1. Budget of income...............................................................100

4.3. PROJECTION OF THE EXPENSES..................................................100

4.3.1. Costs of Production...........................................................................100

4.3.2. Costs of Operation...............................................................101
4.3.3. Costs of Distribution.........................................................................101

4.4. WORKING CAPITAL....................................................................101

4.4.1. Determination of working capital...................................................101

4.4.2. Projection of working capital.........................................................101

4.5. PROJECT FINANCING............................................101

4.5.1. Sources financing...................................................................101

5
 4.6. THE BREAK-EVEN POINT............................................................102

4.6.1. Determination break-even point.................................................102

4.7. STATE 107

4.7.1. Balance General...................................................................................107

4.7.2. state of results.............................................................................108

5. FINANCIAL EVALUATION OF THE PROJECT ......109

5.1. CASH FLOW OF THE SNACK COMPANY...............109

5.1.1. Life Project utility...........................................................................119

5.2.1. The discount rate
5.3.1. Value net present value...............................................................................122
5.3.2. Rate internal return.........................................................................122
5.3.3. Relationship cost-benefit......................................................................122

6. RESULTS ANALYSIS ....................................123

CONCLUSIONS
ANNEXES

6
 TABLE CONTENT

Page

Harvest seasons 27

Average price for the public 38

Payment method 38

Research on competition 49

Chemical composition of guava fruit 58

Average snack sales per supermarket 64

Estimated monthly sales for the new company 65

Marketing areas of the snack. 66

Prices of sandwiches in supermarkets in Florence 72

Yep Supermarket 72

Merca Plaza Supermarket 73

Mercamas Supermarket 74

Mercafam Supermarket 75

Machinery for the snack manufacturing plant 84

Materials, treatment, operations and waste 85

Cash flow project snack factory 109

Sensitivity analysis regarding the quantity 111

Sensitivity analysis with 1000 units sold 112

Sensitivity analysis with 2000 units sold 113

Sensitivity analysis when the price drops to $1600 116

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 CONTENT OF FIGURES

Page

Main components of a market study 30

product life cycle 30

Guava plant 56

Guava flower 56

Guava fruit 56

Company orientation scheme for snacks 60

Distribution 62

Graphic representation of sales 64

Participation percentage 65

Transformation process 76

Production flowchart of snack 77

Mass balance of guava during the process 83

Physical distribution of the plant 87

Analysis of utility and break-even point 105

Utility analysis and break-even point of the company 107

Income and expenses of the project 118

Sales revenue over the ten years 119

Net cash flow over the ten years of the project 119

8
 PROJECT SUMMARY

The feasibility project for the creation of a snack factory

Starting from guava pulp, it was done by following up.
systematic, honest, solid, well-documented, and above all, viable. The
the first step was to determine the need to create industry in the
region, then formulate the problem and the objectives to be met, followed by
of design, data recording and processing of the same.

The results show very good expectations regarding the

creation of the snack company in the municipality of Florencia
Caquetá, as there is sufficient market to produce the product,
offering lower selling prices, in addition to making it possible to
timely attention and with the service required. On the other hand
the raw material is practically wasted in the crops and its
acquisition is made at relatively low prices.

Localization allows for innovation and the development of new products that
They can expand the commercial line, using the same machinery as well.
in variety as in capacity, taking into account the conditions
initials; the project is viable even with sales figures lower than the
estimated for low seasons. Likewise, the staff that is
requires to process that amount, it does not correspond to a full day
complete of an employee in the operational area, due to the way it is
proposed in the initial project.

9
 INTRODUCTION

The work on the feasibility project for the creation of a factory

snacks made from guava pulp will be an important contribution to
knowledge and the possibility of enabling the creation of a company,
in addition to becoming an opportunity for development for the region.

Initially, the place where the advance takes place is briefly described.
this research, followed by the background that makes it possible
develop this work; throughout the reference framework, the
most important aspects concerning the Feasibility Study on
the creation of the Snack Company; with background and definitions
that guide the feasibility of the project.

Subsequently, the process continues with the delivery of results that

the feasibility study is conducted when the market is defined
potential for the new product, the size and location of the plant,
the technical aspects of the project, the investments, income and expenses, the
financial study that clearly demonstrates the profitability of the project
finally, the organizational aspects of the new are outlined
company.

10
 1. JUSTIFICATION OF THE PROJECT

Why the project research? That would be the question; why the
Man has faced challenges since his creation, which have brought with them
consolidation of knowledge, techniques, and methods that have
allowed to acquire skills for their development and evolution whether
economic, social, scientific, political or cultural. After its evolution and
population growth in the east has given rise to cities and institutions
within which their knowledge is framed in order to improve
his living conditions and therefore his own development. This man
must be able to control changes and ensure their subsidence.

The geographical position of Florence, the diversity of resources

agricultural combined with the lack of transformation of these materials
cousins in transformed agricultural products are one more reason that
enough, for the use of those agro-ecological conditions
favorable aspects of wild guava, as well as the good location concerning
to the markets. Others are examples of agribusiness experiences
successful like coffee, asparagus, banana, and flowers.

The guava in Florence is characterized by being scattered throughout the

region; and even though there is a good amount of this we cannot
mention that there is a specialized production area, nor
a process of transformation; since in most cases.
guava is a marginal supplement to the income from another activity
main productive. As a consequence, the final cost of production
internal is relatively high and the quality is inadequate for the
market needs. Therefore, the implementation of a unit
production-focused productivity in snack production is important when
it is considered:

11
 The agricultural production capacity (2625 tons/year annex No. 1)
The infrastructure required to develop a process of
transformation
The target market (preferences, requirements, needs and
opportunities)
The competitiveness and sustainability of the supply

Therefore, the study in Florence of a feasibility project regarding the

creation of a snack factory, is supported by a contribution
important for industrial development, in an effort to improve quality
of the life of its inhabitants. It can also serve as a guide for the
identification of important events in decision-making
tending to the transformation of other resources in the region, which can
to be offered in regional, national, and international markets.

It is also possible that it generates a reevaluation of the situation,

increasing the economy by implementing plans and programs
that encourage the creation of companies and microenterprises that generate
development and benefit to society and therefore to the region. Why not
we cannot ignore that the greatest competitive potential of the Region
Amazonian are their preferred exotic products in the country and in the
world. The global market demands nutritious, attractive food,
innovative and at a low acquisition price. The place couldn't be better.
to play our role and be creators of companies
products that the globalized world needs.

1.1. ENVIRONMENT ANALYSIS

Large contingents of settlers arrived in Caquetá in the 19th century, who

they began the true history of the department, with the rubber tappers
emerging populations that are pillars of our development. We are talking about
Puerto Rico (19th century), San Vicente (1900) and Florence current capital of
Department of Caquetá, founded at the confluence of the Hacha River and the
12
Quebrada la Perdiz, baptized by Fray Doroteo de Pupiales on the 25th of
December 1902. In 1912 it became a municipality. The advance
the colonizer of the thirties sparked an international conflict, twenty
years later, in the 1950s, it was an internal conflict that
allowed for a definitive development of Caquetá; but the living conditions
In the department, they are harsh and its inhabitants are dissatisfied.1.

In the year 1972, the peasant strike occurred and the consequent takeover of
Florence for the users of INCORA and the Agrarian box, conflicts
interns of the Region who one way or another fortunately are
They resolved satisfactorily and without major setbacks.

In this way, it is like in the government of Belisario Betancourt Cuartas.

and its peace process brought the truce to Caquetá, highlighting possibilities
how2:

A factory for animal feed for 'poultry species,

canine, feline, and porcine due to the abundant production of
agricultural and livestock raw materials from the region.

A factory of construction materials; the wide variety of

existing clay reserves in our municipality and in our
carboniferous, offer the possibility of creating a block factory,
brick and tiles, covering part of the regional demand.

A plant for the transformation of agricultural products, given its

richness in these products especially the banana and
chontaduro, which are lost during the harvest due to lack of
of marketing.

1
TREJOS, Valencia and others, 100 Years of History, first edition, Graficas Rapad, Bogotá 2002
p.62
2
Ibid, p. 85 13
 A comprehensive agro farm of technified agricultural crops and
general processed, capable of meeting basic needs,
creating jobs, and generating more affordable prices.

1.1.1. Social and cultural medium

There is a cultural diversity because Florence has been populated by

the migrations caused by the different conflicts that originated a
displacement from all corners of the department, which originated
a cultural variety with marked differences, but which have allowed it to
create and highlight cultural activities such as the Golden Colonist Festival,
the reign of Bambuco, Agricultural and Livestock Fair, among others.

On the other hand, there are currently two Indigenous reserves:

Gorgona, the Koreguaje ethnic group and in Honduras the ethnic group
Embera. Likewise, the main economic activities are given.
agriculture, livestock farming, and formal and informal trade; being the
state is the largest employer, given that the private sector is small, in
In the rural area, the population is engaged in livestock farming.
agroforestry and mining.

1.1.2. Economic Environment

In Florence, dairy products are produced, transforming resources.

forestry and livestock, the majority of the urban population is dedicated to
to the provision of services through workshops, laundries, commerce
formal and informal to meet their basic needs. Just like in
In other areas of the country, Florence has a large number of unemployed.
due to the scarcity of factories or production systems, lack of
stimuli and state programs have made this region a place with
few opportunities, turning it into a consumer society, whose
the supply costs of the necessary elements result
14
elevated, due to the increase in transportation, for bringing from other places of
country, almost 90% of the products that it demands.

1.1.3. Technological medium

Technology has not made significant progress in the department,

although we cannot speak of an industrialized region, we can
highlight the presence of the Caquetá Liquors Company, the plant of
Florenciana Soft Drinks and the Nestle milk processing plant.
Also, in the field of computing, there are several technological advancements that

are observed in the business sector both in the public field and
private. Moreover, the lines of the
mechanics, small industry and agro-industry; communications, the
air, land, and river transportation.

1.1.4. Legal Political Environment

In political administration, Florence has been led by the parties

traditional politicians, who have held executive seats and
legislative both at the municipal and departmental levels.

The lack of permanent state policies has hindered growth.

from the region, when the current politician imposes their whims, by
above the interests of the people, leaving unfinished works and avoiding
that resources reach priority works.

Most of our leaders have not had a clear, global vision.

integral and futuristic that plans the development of the region, what
it greatly contributes to stagnation, economic, social, and cultural.

The rethinking of this situation would enhance the economy by means of

the implementation of plans and programs that encourage the creation of

15
companies and microenterprises that generate development and benefit to the

society and therefore to the region.

1.1.5. Ecological Environment

Ecologically, the place where the new company will operate has a
commitment in the department for the rational management of resources
natural, especially when it is known as 'The golden gate of
entry to the Colombian Amazon. Hence the immense responsibility
to manage the environment properly, for the preservation of
nature benefiting us economically without destroying our environment
environment.

Additionally, the processing will be 100 percent natural, just like the
products obtained, so that they are guaranteed for the
human consumption as defined in Law 9 of 1979 of the
Ministry of Health and in decree 3075 of 1997 from the same ministry.

1.1.6. Global analysis of the environment

The area of the Colombian Amazon that has been intervened is a zone that begins in

the Eastern flank of the Eastern Mountain Range of Colombia, formed by an area
mountainous, complemented by a relief of hills or gentle slopes of
wavy aspect and finally predominating an extensive valley; which,
according to Holdridge's classification (1978), it corresponds to humid forest
tropical (Bht). The foothill area is a zone of intense human activity and has
served as a prelude to the colonization of the jungle. (Ramírez, 2002)

The Department of Caquetá is located in the south of the country, on the

left margin of the Caquetá River which serves as the southern boundary with the

Departments of Putumayo and Amazonas; to the north it borders with the

Departments of Meta and Guaviare, to the east with the Departments
16
from Vaupés and Amazonas and to the West with the Departments of
Huila and Cauca. It is located between 2° 58' North Latitude and 0° 40'
Southern Latitude, between 71° 30' and 76° 15' West Longitude
Greenwich. (IGAC, 1993).

The average annual precipitation is close to 3600 mm, with a period

intense between the months of April to July, gradually decreasing
during the months of December to March, when the period is presented
driest of the year. The region has an average temperature.
annual average of 25.1 °C, with an average relative humidity of the air

ranging from 79.5% as the minimum to 88.6% as the maximum, in the month
June, CORPOICA, (2000), cited by (Ramírez, 2002).

74.2% of the Department is covered by jungle, comprising

altitudes between 100 and 400 m.a.s.l., 20.2% of the territory is located
located in the foothills that include areas of mountains, hills,
llano piedmont and amazon piedmont at altitudes between 400 - 1000
m.s.n.m. and only 5.6% corresponds to savanna territory
especially the so-called Llanos del Yarí, located between
200 and 400 m.s.l.

At least 90% of the population of Caquetá is settled in

the foothills. The region has basic road infrastructure,
health services, education, electrification, aqueduct, and sewage
mainly in the urban area. (Ramírez, 2002)

The (IGAC, 1993) identified the geomorphological mountain landscapes.

(mountain range), foothills, valleys, and hills. Referring to the landscape of
mess or ridge to soils with high variability in relief, located between
from 200 to 400 meters above sea level, with undulating slopes of 12 to 25%,

until strongly broken with slopes of 40%; valley soils or

meadows, originated by the sedimentary activity of the rivers, located between
17
0 to 200 meters above sea level, in a terrain that ranges from flat to slightly undulating,

with slopes less than 12%, predominantly flat areas of 0 - 3%; the
the foothill landscape includes part of the hill range located in
heights above 400 m.a.s.l. and slopes greater than 40%. For
last the mountain landscape located above 2000 m.a.s.l.

1.2. SELECTION OF THE PROJECT IDEA

1.2.1. Selection of the idea

Considering that there is no greater in the city of Florence

The number of industries that drive regional development is important.
contribute to the creation of companies that drive development
economic of this; however knowing that in the region there is a
part of the agricultural sector that is not properly exploited is
it is important to think about industrializing in this sector of the economy, of this

a way was thought of for the integral use of guava in order

to generate employment and provide an additional economic opportunity to their
cultivators, especially when the one who has it does not take advantage of it, due to lack of

of marketing opportunities.

1.2.2. Spatiotemporal delimitation of the idea

The idea is initially conceived in the city of Florence located at

west of the department at 01° 37' and 30'' north latitude and 75° 37'
and 03'' west longitude. It has an altitude of 242 meters above sea level.
sea3.

1.3. IDENTIFICATION OF THE PROBLEM

My Beautiful Caquetá
3

p. 58 18
1.3.1. Problem Description

In Florence, agro-transformations of forest resources are produced.

agricultural, fishing, and livestock, but the majority of the population in the area

Urbana is dedicated to providing services through workshops,

laundries, formal and informal commerce to meet their needs
basics.

Like in other areas of the country, Florencia is no exception to

unemployment, due to the shortage of factories or production systems and
due to the lack of incentives and state programs; this leads to the
region, to be a place with few opportunities in the labor market,
turning it into a consumer society, whose costs of
supply of the elements that are needed is high due to the
increase in transportation, bringing from other places in the country almost 90%
of the products that are in demand4.

On the other hand, most of our leaders have not had a vision
clear, global, integral, and futuristic that plans the development of the region and
I projected it to competitive levels that the world and society demand.
modern, in a changing and demanding time; this of course
contributes enormously to the stagnation, economic, social and cultural
of the region and with it, that of its inhabitants.

So much so, for example, that like many other products (pomoroso,
coco, chontaduro, etc.) the guava which being a wild product of the
the region is lost in the farms due to lack of opportunities to
market it, hence it is necessary to determine whether: will it be possible to

creation of a snack factory from guava pulp

and that can be offered at a lower price than the current ones?

Informative Bulletin, Chamber of Commerce of19

4
Florence. February 2002
1.3.2. Causes of the problem

The scarcity of agricultural factories that transform raw materials,

the lack of incentives and state programs, the absence of a vision
clear, global, integral, and futuristic that plans the development of the region and
the few opportunities are some of the causes that have hindered the
development of this type of industries.

1.3.3. Consequences of the problem

The creation of a snack factory in the city of Florence,

allows industrial development, a job opportunity, a
economic opportunity for others, the comprehensive use of the
guava, to deliver to the consumer a product of excellent quality and
at a better price than what the competition offers. Otherwise, it won't be
would allow it to project itself at competitive levels and that the development in the

society is the continuous stagnation, economic, social, and cultural of the

region and its inhabitants.

1.4. ALTERNATIVES FOR SOLVING THE PROBLEM

1.4.1. Proposal of the alternative solution

The best option is to develop a feasibility project for the

creation of a snack factory from guava pulp that
guides the obtaining of agro-processed products suitable for consumption
human.

1.4.2. Description of the solution alternative

The existence of a large amount of Guava that is cultivated

currently in Caquetá it is only possible to exploit it
integral, if its production is industrialized, in such a way that it is a
alternative more within the dietary habits of its inhabitants,
20
 when similar or comparable products are delivered to those that
usually consumes, at a lower price and with very good quality.

1.4.3. Solution and justification of the alternative solution

The geographical position of Florence, the diversity of resources

agricultural and the wealth of the land for growing products
agricultural combined with the lack of transformation of these raw materials
in processed agricultural products, are more than enough reason to
the utilization of those favorable agro-ecological conditions of the
wild guava, in addition to the good location in relation to the markets.

The guava in Florence is characterized by being scattered, lacking

specialization and is mostly a marginal complement to the
income from another main productive activity. As a consequence, the
the final cost of internal production is relatively high and the quality
inadequate for the needs of the market. Therefore, it is urgent
its industrialization.

1.5. PROJECT OBJECTIVES

1.5.1. General objective

Structure the feasibility project for the creation of a

factory of snack made from guava pulp and that can
offering at a lower price than the current ones, determining
market, technical and financial aspect of the project.

1.5.2. Specific Objectives

Present the market for the snack factory that guides the
viability of its existence.
21
 To formulate the size and location of the new plant.
company.

Raise the technical aspects required for the implementation

march of the company

Estimate the investment, income, and expenses of the new

company, as well as its break-even point and the cash flow from
the useful life of the proposed project is 10 years.

Outline initial and future organizational aspects of the new one.

company

1.6. SCOPE OF THE PROJECT

1.6.1. Projections

In general, the new company is designed for the production of agro.

transformed from guava pulp, obtaining new
products and seeking to consolidate a local, regional, and national market,
of the same. Generalities, variety, composition influence this.
among others.

The business opportunity of the company is developed

necessarily in a set of interacting activities,
related to each other in the conquest of the snack market that
satisfy the needs of consumers. Based on the
planning, the innovation of new products and services, the setting of
prices and promotion, advertising and distribution

22
In the region, the post-harvest management of fruits and vegetables in Colombia
includes an agricultural production with a tradition of monoculture, a
rural population increasingly scarce and an internal market in
growth, dissatisfied, demanding and tempted by the markets of
opening5These, among other factors, must call the community
scientific, to the governmental structure and to private enterprise
consolidate independent or interdependent efforts aimed at
the development and adoption of new research systems and
productive that generate competitive advantages for development of
handling of perishable goods in the country.

With the reorganization of the nation and the trade integration with others
countries the agricultural sector policy transforms and emerges the
need for:

The private initiative focused on quality and competitiveness of the

markets.

The vertical integration of agricultural production, adding value from

the farm in the post-harvest.

The specialization of regions in agricultural production.

The need to integrate different institutions and different

professionals in solving common problems.

The expansion of borders between the productive sector and academia,

improving their levels of communication and support.

The academic and official sector have set out to lead programs of
technification and dissemination of research applied to development of the
national fruit industry, emphasizing the preparation of inventories of
5
Market Study of Fruits, Vegetables, and Fresh Produce of Tropical Origin and from Outside
Season. MARKET DETERMINATION STUDY Europe - CCI. Geneva/97.

23
resources as a concrete action to support technical feasibility and
economic of establishing a fruit pulp production program
tropical from Colombia to international markets.

1.6.2. Limitations

The limitations that may arise in the new company are

possibly determined by the lack of sense of belonging of their
inhabitants in the regional industry, but they can also technically
they are defined if they are not provided as defined in the following aspects:

a. Harvest seasons

Product
Guava
Harvest

Scarcity

Table No. 1 Source: Colombia, Fresh Fruits and Vegetables. PROEXPO. 1989

b. Transformation

The processes of transforming tropical fruits into purees are

relatively simple, assuming that a product will be obtained
intermediate for a highly demanding market in conservation of the
organoleptic characteristics and microbiological quality of the pulp.
Guava is not an unknown fruit to consumers, it can
to be a suitable model for explaining the general steps and the
logistical requirements of a pulp production industry
tropical fruits.

c. Obtaining guava pulp

24
 In Caquetá, important steps have not yet been taken for guava.
to develop the processes of transformation and concentration, without
embargo on its color, aroma, and taste persistence after the
Usual technological processes become attractive features.
for the export market increasingly eager to meet
with tropical flavors that serve as mixers for the traditional ones
fruit flavors from temperate regions, it can be said that 'guava is
a fruit that retains its characteristics well in the processes of
industrialization including pasteurization6.

2. MARKET STUDY

The concept of market refers to two ideas related to the

commercial transactions. On one hand, it is a physical place
specialized in the activities of selling and buying products and in
some service cases. Different types are installed in this place.
vendors to offer various products or services, while there
buyers compete in order to acquire said goods or
services. Here the market is a physical place7.
On the other hand, the market also refers to the transactions of a
certain type of good or service, regarding the existing relationship between the
supply and demand for such goods or services. The conception of that
the market is then the evolution of a set of movements to the
ups and downs that occur around the exchanges of goods
specific services and also based on time or place. Appears
thus the delimitation of a product market, a regional market, or
a sectoral market8.

6
VARGAS, Oviedo, Wenceslao, Fundamentals of Food Science, Foundation for
interdisciplinary research and teaching, Bogota 1984
7
HARRIS, Edward and DORR, Eugene. Practical Marketing Course. Research of
Markets. Second Edition. Mexico. McGraw Hill Publishing. 1994.

Ibid. P. 32
8
25
Depending on a geographical area, one can talk about a local market,
of a regional market, of a national market, or of the world market.

Before starting a market and marketing study of a product,

It is important to know the terms of reference required by the
organization to which the feasibility study will be presented. The
market planning, seeks in detail the knowledge of it; a
the representation is the following9:

Vision, Mission, Analysis, Objectives, Strategies, Tactics, Budgets

Adoption, Monitoring, Implementation.

In general, the market study of the sandwich company does

possible to develop the marketing plan, which allows for the analysis, definition and

development of strategies that materialize the action plans that

ensure a competitive location for the snack company in the
market, preventing different activities within a time limit and with
a set budget.

The objective is to determine the viability of transformation, the capacity of

production, possibility of growth and the degree of participation of the
company in the local market with its snack products.

The company's purpose is dedicated to the production, sale and

marketing of snacks obtained from guava pulp.
Main components of a market study

9
MENDEZ, Lozano, Armando Rafael, Formulation and Evaluation of Projects, Fundausco, Neiva
2000 26
It must be taken into account that products and services go through a

Figure No. 1

cycle caused by the consumer's response. This cycle consists of

five parts that are as follows:

Introduction - Growth - Maturity - Saturation - Abandonment.

The following graph illustrates the life cycle.

Figure No. 2
a. The supply: It is defined as the quantity of goods or services that are
they make available to the consumer public in certain

27
quantities, price, time and place so that, based on these, that one
acquire. Thus, one speaks of an individual, market, or total offer.

In market analysis, what matters is knowing what the supply is.

existing good or service that is desired to be introduced into the commercial circuit,
to determine if those proposed to be placed on the market comply
with the characteristics desired by the public.

b. Demand: It is defined as the response to the set of goods.

or services, offered at a certain price in a specific square and that
consumers are willing to acquire, under those circumstances. In
this point intervenes in the variation that occurs due to the effect of the volumes

consumed. A higher purchase volume should yield a lower

price. It is under these circumstances that needs are met
of consumers in front of the sellers' offer.

c. Price analysis: The establishment of the price is of utmost

importance, since this influences more in the perception that one has
final consumer about the product or service. One should never forget to
What type of market the product or service is oriented to. It should be known if
what the consumer seeks is quality, regardless of the price or whether
the price is one of the main decision variables. In many
on occasions, an incorrect pricing is responsible for the minimum
demand for a product or service10.

Market Research Synthesis

Market research is "that which provides information

external originated in formal terms that use a
objective and systematic methodology11its success depends on the
management that is done of the valid information and that reaches the
objective of providing useful information for decision-making

10
KINNEAR, Thomas and TAYLOR, James, Market Research: An Applied Approach. Santa
Bogotá Faith. McGraw-Hill Publishing. 1994.
11
Orozco, Arturo 28
 timely decisions, this is used by anyone
organization or person, relate the organization to its
environment, that is, its market; seeks to understand the reactions
from consumers in the face of new ways to satisfy
your needs.

Market research must be coherent, sequential,

organized and neutral, in order to obtain truthful results that
provide effective decision-making; that is, through the
research the investigator deduces what opportunities the company has
to enter the market and understand its environment.

For accurate decision-making, management needs to know with

precision and timely: "What is the competition doing, what
what plans do you have for the future, what do consumers think, which of your
needs are unmet, how will it be possible to achieve that the products
of the company like it more, to what extent the market can be expanded12,
In the same way, many questions and many answers can arise.
that vary according to the environment and the time.

a. Types of research. According to the announcements by Fabio

Villegas and Elías Ramírez, the types of research are:

Qualitative research aims to understand opinions.

behaviors, trends, qualities of consumers; the
motivational, study the why of attitudes and behaviors
of the consumer; the quantitative, is essential for planning
sales, as it provides concrete figures about the realities and
sales possibilities; the conclusive,

12
Francisco GOMEZ 29
 provides information for making a rational decision, it
subdivide into descriptive and experimental; the exploratory deals with
explore new paths, discover new ideas, new
concepts, new hypotheses, new and possible relationships in the
formulation of the problem subject of study13

Similarly, the approaches presented in a research

of markets the qualitative, who delves into the
awareness of a marketing situation in search of
concepts and manifestations of nature. The
quantitative, when it comes to inferring the measure of a
population parameter14. It is clear that the study
quantitative is supported by qualitative knowledge of the
phenomenon to investigate). Within the research
qualitative is found the exploratory, the techniques of
marketing and the guide. Each of them has an end
different but complementary. The techniques they use
This type of research includes: The interview, sections of
group, secondary information, surveys, techniques
projective, cases and especially observation. The
quantitative research has three purposes
descriptive, the one of applying a control and determining a
relationship between the causes and a market effect. The
The collection techniques used are: the survey, the panel
and the experiment respectively.

b. Process for conducting market research.

Generally, a market research fulfills the same

process regardless of its level of complexity, although the
authors who study marketing express it in various ways:

13
VILLEGAS, Fabio and RAMÍREZ, Elias. The research of marketing and its role in the
management. Cali. University of the Valley. 1996. p.42.
14
OROZCO, Op Cit. p. 42. 30
KINNEAR AND TAYLOR, in their book Market Research: A Practical Approach
applied express that market research should be conducted
following the next process: establishing the need for
information, specify the objective of the research and needs of
information, identify the appropriate data sources for the study and
the research design, establishing links between needs
information and the resulting questions, design the sample, collection
information, data processing, data analysis and presentation of
results.

FRANCISCO GOMEZ, in his book Marketing mentions that in a

market research is broken down into the following stages:
Define the problem and objectives, exploratory preliminary research,
design of the plan and submission for testing, fieldwork,
data processing and finally the preparation of the report.

In the book Marketing Research - A Managerial Approach, FABIO

VILLEGAS AND ELIAS RAMÍREZ refer to the stages that must
to take into account for conducting market research, they are:
problem statement
data source, methodological aspects, internal research,
external research, definitive research plan, collection
data processing and analysis, research report and control
posterior
definitive.

Each of the authors explains and indicates the process to carry out
a market research, but to carry it out it is necessary to have in
counts: internal variables such as the goods and services to be produced and
sales, promotion and advertising policies, distribution strategies and
prices as well as customer service policies; the external variables
that are presented and face each other to ensure the achievement of the objectives

31
of marketing, they are: the economic and political environment, culture,
status, consumer behavior, motivations, and demand among
others.

c. Ethical considerations of research. 'The research of

markets must be conducted, following procedures and patterns
socially acceptable. In no case should methods be resorted to
clandestine and reprehensible as are espionage and investigation of
through the competition's staff15

The management of the information provided by the research requires a

high competition; since otherwise, there is a risk that such
information is distorted "research should not be used for
manipulate data that reconciles stakeholders' viewpoints,
discrepancies with reality. The investigation must show the truth
"even if it is unfavorable, which in the long run is a gain for all"16.

As can be seen, the aforementioned author involves all the

types of research within two approaches and these are
complementary to each other; this facilitates the development of the research and the
processing and analysis of all the data that results within the
process; providing sufficient, reliable, and truthful information to
make the necessary recommendations.

d. The marketing mix. It is the set of variables that are

they propose as members of the model that allows the execution of the process of
marketing: product, price, distribution channels, and promotion17

The administration has to choose among the multitude of sub-variables.

the combination that best fits the environment, those that meet the
15
GOMEZ, Op Cit. p. 3-21.
16
OROZCO, Op Cit. p. 20.
17
ACOSTA TOBÓN, Alberto. Basic Course in Business Administration. Marketing. Santafé
from Bogotá: Norma, 1991. p.44 32
target market and those that meet the marketing goals
organizational.
e. Marketing Plan. Marketing plans vary according to the
industry, the size of the company and the level of growth. The
procedure makes you reflect on the business goals and
determine which marketing strategies you will use to achieve them.

To carry it out, the following steps are taken into account:

. Executive summary: The company and the main points are described.
of the plan.

. Current situation: Information is provided about the position in which

the target market and the competitive environment are found and
they identify the critical issues the company faces.
. Analysis of the competition and critical issues.
. Marketing objectives. The marketing objectives are explained and
include the itinerary to indicate the time it will take to reach the
objectives.

f. Marketing strategies. This is the plan used to achieve

the marketing objectives. Product, price, promotion, and positioning.

2.1. THE PRODUCT

2.1.1. Characteristics

the quality: supervised through an analysis by

Departmental Health Institute.

The freshness: because there is constant rotation of the product and the

production will equal the demand of the moment.

Variety of presentation and size: Presentation of 450 gr.

Per unit of snack.

33
 variety of prices: The prices are given according to the
size and the product purchased by the customer, at a lower price than
the competitor's.

The product obtained by the company is the snack, which is considered a

condensed and dehydrated product from the sweets family
delicacies, used as dessert or direct food or candy, that
obtained from guava pulp.

2.1.2. Uses

The guava paste is a food that can be used for the

direct consumption, or as a companion to another food, in addition to
provide the substances required for the acquisition of calories from
the person who consumes it.

2.1.3. Complementary Products

Complementary products include the entire line of sweets,

desserts and delicacies that are consumed in one way or another
direct and/or complementary; but even more those that are consumed with
the sandwich, like milk, water, bread, cheese, among others.

2.1.4. Price analysis

The snack product that will be manufactured in the new company has the
possibility of offering at a lower price than the competition, given
that the presence of favorable raw materials allows for the production of products

of excellent quality and at a really competitive price.

Product price

Average price for the public: $2045 for 450 gr. minimum unit of
sale

34
 sandwich NEW COMPETITION COMPANY

Presentation 450 g. 450 g.

Price $ 2.045 2,600

Table No. 2

Company's reaction to a price drop by the competition:

As the company has a cost leadership and a high quality of
product, as the competition lowers prices the company
it would react by reinforcing this strategy and would also make a greater investment in

advertising.

payment_method

FORM OF NEW COMPANY COMPETENCE

PAYMENT Intermediary Intermediate Consumer Consumer
Final Final

Told X X

30 days Occasionally Yes

Table No. 3

The company that acquires the product will sell it to them.

strictly counted, however under certain exceptions it may give
credit, depending on the purchase amount or the promotion of
moment that is taken as strategy.

35
How does the customer react to changes in the product price

It is normal for the customer to be uncomfortable if the price increases, without

embargo, if the quality of the product is maintained it will eventually end up

accept the new price

2.2. THE CONSUMER

2.2.1. User Characteristics

Although the product is aimed at all types of consumers,

regardless of their social stratum or economic level, initially
it is aimed at the local supermarket consumer.

The different presentations of sandwich found in the

the market of Europe, North America and Colombia is consumed
directly, or as an accompaniment to milk, and sometimes as
complement of a cookie or bread. The demand increases as well, due to the
use of the sandwich in other industrial processes as filling, is the
case of the baking and cheese industry18.

Buyers and users of the product

18
Corporation Colombia International – CEGA. Vision and Strategy for Fruit Development
Colombian. July 1998. 36
The ladies, young people, children, and all those who enjoy and
they want a good, fresh, nutritious, and high-quality snack.

The best buyers of the product

The gentlemen, the children, the youth, the housewives, and the people who
consume sweet foods at different points of sale.

Potential clients

Inhabitants of the peripheral areas of the city who consume another type
from sweet because they prefer the payment terms they obtain in them.
Other potential clients are those who reside in the different
municipalities of the department that the snack company will not be able to

cover with its market due to public order conditions, low

distribution capacity and difficulty in the access routes to these
markets.

2.2.2. Geographic delimitation

The product has been designed in three instances, initially in the market.
local of the city of Florence, specifically through
supermarkets, followed by the goal of obtaining a regional market, to
to reach commercialization in the national market.

2.2.3. Demand Analysis

With the new product, it is expected to achieve market share.

local with 25% of what currently exists through the
supermarkets, which corresponds to an average of 4000 units.

37
In general, the global guava market is small, around
6,000 tons/year, with the main importers being: America of
North, Europe, and the Middle East19.

Demand is stable: more active in North America than in Europe

where the flavor/aroma of guava is not within the line of
consumer acceptance.20

Guava is exported in different forms, usually concentrated.

sandwich or in sweets. Exporting countries use different
varieties, but generally it can be said that Brazil exports
red guava products, pink Malaysia and South Africa, India and Egypt
white. The guavas for processing are harvested when they reach
its total maturity.

Market Perspectives: European markets are stagnant and

they will not improve until European consumers have a
greater acceptance of the taste and flavor of guava. The situation of
prices are stable.

North American markets are more attractive, with a good

demand for pink guava21.

[Link]. Historical Demand

The historical demand for the new company will be null, since it is still
has not started its activity; but regardless of the new
company, the demand is growing, simply because Florencia
it has a growing population and with it the demand for snacks
it must also be growing, in addition to the fact that there are other habits of

consumption.

19
INTERNATIONAL TRADE CENTRE UNCTAD/GATT. Banana, Pineapple, Mango,
Palmito, Avocado, Guava, Palm Oil. Gin. Jan/96
20
Ibid. P. 12
21
Ibid. P. 15 38
[Link]. Current demand

The current demand is referenced in the one that currently exists for
reference of the snack manufacturing companies competitors, of the
trade that was investigated through supermarkets. How
shown in table No. 9.

[Link]. Future demand

Future demand is referenced in the estimated projections.

to cover 25% of the current existing demand, initially thought of in
a local market, then with regional reach and finally with a
National demand.

2.3. THE COMPETITOR

2.3.1. Characteristics of the competition

The competition is represented in the snack companies that

they attend to the local market and come from other departments. They are
companies with some history, some with national recognition and
advanced technology, as shown in Table No. 5

2.3.2. Marketing strategies

Although marketing strategies are mentioned in a way

punctual later, everything is determined in the feasibility study
that guides the feasibility of creating the snack company in the
city of Florence.
Feasibility Study: It refers to the availability of resources
necessary to carry out the stated objectives or goals, the
feasibility is based on 3 basic aspects22:
MIRANDA
22

2002 39
 Operative.

Technician.

Economic.

The success of a project is determined by the degree of feasibility that

is present in each of the three previous aspects.

The feasibility study allows us to gather relevant data about the

development of a project and based on that make the best decision, if
proceeds with its study, development, or implementation. The research of
feasibility in a project that consists of discovering what are the
organization's objectives, then determine if the project is useful for
for the company to achieve its objectives. The pursuit of these objectives must
to contemplate the available resources or those that the company can
provide, they should never be defined with resources that the company is not
able to give.

Companies have a series of objectives that determine the

feasibility possibility of a project without being limiting. These
the objectives are as follows:

Reduction of errors and greater accuracy in processes.

Cost reduction through optimization or elimination

of unnecessary resources.

Integration of all areas and subsystems of the company.

Update and improvement of services to customers or

users.

Acceleration in data collection.

Reduction in processing and execution time of

tasks.

40
 Optimal automation of manual procedures.

For Elías Ramírez, a feasibility study must23:

a. Define the potential market for the new product

b. Formulate the size and location of the plant
c. Raise the technical aspects
d. Estimate the investments, income, and expenses
e. Economic evaluation of the project.

Outline organizational aspects of the new company

This is how one seeks to assist an organization in achieving its objectives and covering the

goals with current resources in the following areas.

a). Technical Feasibility: Refers to the necessary resources such as

tools, knowledge, skills, experience, etc., that are
necessary to carry out the activities or processes required by the
project. We generally refer to tangible elements (measurable).
The project must consider whether the current technical resources are
sufficient or should complement each other.

Improvement of the current system.

Availability of technology that meets the needs.

b).- Economic Feasibility: It refers to the economic resources and

necessary financial resources to develop or carry out the activities or
processes and/or to obtain the basic resources that must be considered
they are the cost of time, the cost of realization, and the cost of acquiring
new resources.

Generally, economic feasibility is the most important element.

that through it the other resource shortages are resolved, is

RAMÍREZ, Plazas, Elías and Guillermo Sánchez Amaya, Business Research,

23

Surcolombiana University, Neiva 1997 41

the hardest thing to achieve and requires additional activities when
not possessed24.

Analyst time.

Study cost.

Cost of staff time.

Cost of time.

Cost of development/acquisition.

c).- Operational Feasibility: Refers to all those resources where

Some type of activity (Processes) intervenes, depending on the resources.
humans who participate during the operation of the project. During this
stage all those activities that are necessary to
achieve the objective and everything necessary to carry it out is evaluated and determined

cable.

Guaranteed operation.

Guaranteed use.

A feasibility study needs to be presented with all possible

advantages for the company or organization, but without neglecting any of
the necessary elements for the project to work. For this, within
the feasibility studies are complemented by two steps in the
presentation of the study:
Optimal Requirements.
Minimum Requirements.

The first step refers to presenting a study with the requirements

optimal that the project requires, these elements must be the
necessary for the activities and results of the project to be
obtained with maximum efficiency.

SAPAG, Chain, Nassir and Reinaldo Sapag Chain, Preparation and evaluation of projects, 3rd
24

Edition, McGraw-Hill Interamericana S.A. Santa

42Fe de Bogotá. 1995
The second step involves a study of minimum requirements, which
meets the minimum requirements that the project must address
to achieve the goals and objectives, this step is about making use of the
available resources of the company to minimize any expense or
additional acquisition.

A feasibility study must graphically represent the expenses and the

benefits that will result from the implementation of the system, for this purpose
the cost-benefit curve is used25.

Promotion and advertising

Media used by the snack company to promote the product

Initially brochures and personalized attention, then radio, television

local, prensa local, camisetas, pasacalles, murales, pendones, dumis,
banners, caps, and uniforms.

More effective means

A good service and certainly other strategies of the advertising medium

like radio, television, sponsorships for different events
social and cultural, etc.

Budget for promotion and advertising

Initially we can think of a 10% of the profits

Promotion and advertising of the competition

Regarding the competition of national companies in this type of

products are minimal, mainly using some folding items and the
impulse; local competition does not exist and if it does, it has no advertising or
offers promotions.

25
Ibid, p. 314 43
44
RESEARCH ON COMPETITION
DETAIL 1 2 3 4 5 6 7 8
Retail price 5 4 3 2 4 4 4 3
Wholesale price 4 4 4 4 4 5 4 4
Discounts 5 4 4 4 4 5 5 4
Packaging 5 4 3 3 4 5 3 3
Distribution channel 4 4 4 4 4 5 4 4
Positioning 3 5 4 4 4 5 4 4
Compliance 5 4 4 4 4 4 3 3
After-sales guarantee 5 4 4 4 4 4 4 4
Quality 5 5 4 4 4 5 3 3
Sales team 2 4 3 3 4 5 2 2
Promotion 4 5 3 4 4 5 3 3
Advertising 3 4 4 4 4 4 3 3
TOTAL SCORE 50 51 44 44 48 56 42 40

Table No. 3: Analysis of the table: According to the previous table we can
1 New company.....................o. observe that at the local level the new company would have a good position against
2 Tastes of the Veleño
the other snack brands that are distributed in Florence. The company for its
3 Puma products.................
4 The Guayabos........................localization would enjoy credibility and acceptance among consumers which it
5 La Guayaberita products.......
competitively favor the opportunity to have the largest share in the
6 Sweets the Pacific
7 The Eagle Products market, by price, packaging, service and quality of it, among others.
8 Products the little piñata..............
Conclusions of the research

a. Opportunities

The possibility of competing with low prices and offering better service
customized way.

Possibility of penetration with the product in the department and in others

markets from other departments such as Huila and Meta.

b. Threats

Public order problems in the department.

Well-positioned companies

c. Weaknesses

Constant failures in the electrical flow.

It is a new company, which makes it unknown.

Initially, it would not have greater coverage in the department and in others.
departments,

d. Strengths

Quality of the products

Low prices.

Presentación (marca, empaque, tamaños)

e. Goals

Boost and establish distribution agreements in other markets.

2. Expand the visual product campaigns at strategic points

from the city.
Make a presence in the different municipalities of Caquetá when the order
the public allows it.

2.3.3. Analysis of the offer

The sandwiches that will be made by the company are as good as new.
for us since the company is just about to start, and it would be
new in the category of novel26, that is to say, it is new to us,
but others already know it.

Snack Company Orientation

a. Vision

In the next 10 years, the snack company will lead the market.
from the region and will compete in National and International markets
positioning and diversifying its products, generating satisfaction and
social benefit to the region and the world.

b. Mission

Promote industrial development through the use of products that

they occur in the region, taking advantage of the technology transfer in the
obtaining high-quality aseptic derived products and
nutritional, to improve the productive level of the agricultural sector and

26
SCHNARCH, Kirberg, Alejqandro, New Product, McGraw-Hill, Bogota 2001
contribute by creating businesses and improving the standard of living. Additionally, generate

contributions to the department for social investment through production and

marketing of refreshing drinks of optimal quality, which
they satisfy the needs of consumers.

c. Policies

1. Positioning of snacks in the different municipalities of

department and the introduction and marketing of the products
through distribution contracts in other departments.

2. Make an appearance with tastings and infrastructure at the events

organized by the Institutions and the communities of our
department.

3. Produce, market, and sell a new derivative product for

compete with the existing ones that are distributed in our
department produced by competing companies.

d. Strategies

Visual campaigns of the products produced by the company

snacks at various strategic points in the city.

2. Sponsor sports, cultural, and social events organized by

the communities of our department.

3. Movement to the municipalities of the department to promote,

market and sell the products of our company.

4. Logistically support with advertising, bases, fairs, and parties

communal.
e. General objective

The Sandwich Company is an industrial and commercial company.

its objective is the production, marketing, and sale of snacks
in our department and other departments of the country, to contribute
to the social development of our Region.

The snack offer in the department turns into a

business opportunity to start a company and ensure its growth
development. This is how the snack company, taking advantage of the
guava crops and the lack of marketing of these as a product
or as derivatives, they become an advantage as products
complementary to a healthy and good diet; on the other hand it is
possible to provide affordable prices to a population of social strata
middle and low; who can benefit initially, when the company
They buy their raw materials that they produce and on the other hand, when they acquire.

the agro-processed products of these as a complement to their diet

food

Without forgetting that marketing is bringing the precise product to the point of

sale when, at the indicated price, and let the customer know.
through the promotion27If we also add to the above
service, we can say that success is almost guaranteed.

[Link]. Historical offer

The historical offer of the snack company as such does not exist due to
how much still have not started production work on this product, nor

27
KOTLER, Philip. Marketing. Third edition. Prentice Hall Hispanoamericana, S.A.
Mexico. 1989
of no other product, but instead has done it the
competition.

[Link]. Current offer

Just like in the previous one, the current offer does not exist except for the variety of

similar products and presentations offered by the competition. Without

it is planned to be offered by the company snacks in
450 gr. presentations.

[Link]. Future Offer

In the future, the offer of the initial presentation snack is projected.

until achieving a niche in the national market, promoting in a way
permanent development and research of new products and
presentations.

2.4. DETERMINATION OF THE TYPE OF DEMAND

2.4.1. Unsatisfied, satisfied, and saturated demand

The unmet demand is one that has not yet been satisfied.
due to product shortage. For our snack product, the demand
you may be satisfied in the supermarkets, but in the expansion of
market, that this project is not initially occupied, we consider that
The dissatisfied population varies. Saturated is not considered because it
there is a lack of advertising campaigns that encourage the frequency of purchase

part of the consumers.

2.4.2. Deficit or surplus of supply

The deficit is considered when production capacity does not meet.

the needs of consumers and the surplus when there is more
production or supply that demands. In our case, locally not
there is no company dedicated to the manufacture of snacks, the
total commercial of the sandwich that is sold through the
supermarkets come from other departments. This allows us to foresee
that the project is highly viable, especially when there is enough
raw material to process it.

2.5. THE PROVIDER

2.5.1. Characteristics of the supplier

The supplier is the farmer from the foothills of the Amazon, and that
currently does not take advantage of guava due to the few possibilities of
marketing, where the geographic position, the diversity of resources
agricultural and the wealth of the land for the cultivation of products
agricultural combined with the lack of transformation of these raw materials
in transformed agricultural products, are more than enough reason to
the utilization of those favorable agro-ecological conditions of the
wild guava. Therefore, the implementation of a unit
production-focused productivity in snack production is important when
it is considered:

The agricultural production capacity (2625 tons/year)

The infrastructure required to develop a process of
transformation
The target market (preferences, requirements, needs and
opportunities
The competitiveness and sustainability of the supply
2.5.2. Characteristics of inputs or raw material

THE GUAVA

Psidium guajava
 Figure No. 3 Guava Plant

This fruit tree can reach up to 8 meters in height. Its bark is

scaly and reddish, the leaves are oval in opposite form and with
well-defined ribs.

Figure No. 4 Guava Flower

Its numerous flowers are white with several stamens.

Figure No. 5 Guava fruit

You enjoy a fleshy sphere crowned at its end. Its pulp can
it is white or pink, gummy in consistency and sweet in flavor.

This tree is native to Central America, so there are many

wild varieties (Florencia Caquetá). The leaves and the bark are
they collect during the rainy season; the fruit a little before it
mature28.

f. Generalities

This species native to the tropical and subtropical area, is

widely distributed in America. In Colombia, it is found throughout the
national territory, with a wide number of varieties distributed in
all weather

Guava plantations are scattered, there is diversity of

varieties, therefore it is not possible to obtain homogeneous quality in the
fruit.

In recent years, the ICA has developed some varieties of guava.

for warm climate as well as the technology for its cultivation, which is
guarantee for success in this field.

g. Varieties

Commercially, they are grouped into white and red, according to the coloration that

presents the pulp. The best-known varieties in the country are:

Puerto Rico: With white pulp, it has a size of 9 cm in length and 7 cm.
cm in diameter, with a weight of 146.5 g.

African Red: With pink flesh, it has a weight of 61.3 g and a size of
6 cm in diameter.

28
DATA. Colombian Tropical Fruit Export Statistics. 1997
Foreign: It weighs 132.6 g and is 8 cm long and 7
cm in diameter

Trujillo: It has a weight of 112.3 g and a diameter of 6.5 cm.

There are also other varieties such as: wild (Caquetá), D13, D14,
Red, Palmira ICA1, Roja ICA2, Polonuevo, Guayabita de Sadoná
(Nariño), Common Pink and White from Antioquia, Sour Guava; that is
difference also in their size, weight and method of production29.

CHEMICAL COMPOSITION OF GUAVA FRUITS

% Humidity 76.2 - 90.9

Protein 0.6 - 1.6

% Fats 0.35 - 0.070

%Carbohydrates -11.78

% Fiber 2.69 - 5.15

Ashes 0.245

Dehydroascorbic acid mg. 35.8 –290.3

Ascorbic acid mg. 53.3 - 213.3

Table No. 5 Peña, Hector, et al. Tropical Fruit Culture, Part 2. ICFES, PAGE 84

[Link]

29
Agricultural Statistical Yearbook of Antioquia 1995. Government of Antioquia. Secretary of
Agriculture. Medellín, Colombia. 1998 p.12-10
 Maturity Index: it should be collected before it takes color.
fruit to prevent possible diseases and rot and increase
the storage capacity.

The method of collection: it is manual, in traditional systems.

the fallen fruits are collected from the ground.

Post-harvest

The classification and quality criteria: are determined by their

appearance, color, size and plant health status, the average weight is
between 100 and 165 g.

Packaging: It must be packed in wooden or plastic boxes with

maximum capacity of 12 Kg to guarantee the quality of
product.

Storage: Normally in Colombia it is done without

cooling. It does not withstand prolonged storage, so
it must be consumed in a minimum time

2.5.3. Analysis of the prices of inputs or raw materials

The prices of different raw materials are the result of the

research conducted in supermarkets and supply centers such as
the galleries; those who informed us comment that the prices are
variables, especially in the case of guava, whose prices range between $500
the Kg. at $1,000 per Kg. of native guava.

That is why we decided to consult with Engineer JULIO CESAR LUNA.

RAMÍREZ, who has extensive experience in the transformation of fruits and
vegetables and stated that the prices were set as follows
way30(see annex 2)

30
LUNA
Kilogram of Guava in pulp to $ 1. 500
Kilogram of sugar to $1,600
Kilogram of additive $14,000
Stamped polyethylene packaging $ 100
Corrugated box for packaging $ 500

2.6. MARKETING AND DISTRIBUTION OF THE PRODUCT

2.6.1. Marketing strategies to be used

Orientation scheme of the snack company

COMPANY

Has
Snacks Sweets (in the future) Jelly (in the Future)

GUAVA

With market projection to

Short Medium Long term

Municipality Department Country

Implement Participate in
Free tasting at releases in the exhibitions
supermarkets municipalities Search
Participation in events Hire sellers distributors
scheduled in the city zonal strategic
Locate points Accompany the Sponsor events
strategic of product with Use advertising
distribution advertising massive
Open spaces of Promote the Explore possible
warehouse distribution product with exports
of chain stickers
Direct sale Tastings in
strategic points
- Stores of
chain
Note: Initially, the company enters the market only with snacks.
Figure No. 6
in presentations of 450 gr.

2.6.2. Distribution channels to be used

It is the path or route that the product follows to go from the production phase.
to the phase of acquisition and consumption. That is why distribution becomes
a commercial action variable, within the strategic concept of
marketing31.

Colombia and Europe should be considered as one market, the same

that the United States, with regard to distribution channels.
It should be noted, however, that there are still significant differences in

many other aspects, such as the preferences of the

consumers32.

The marketing channels for the sandwich are similar to those of the
other agricultural products over which there is no control.
marketing system. The main channels are33:

a. Producer – Consumer: Represents 10% of the total of the

production, one of the most common forms of this channel, is presented
in the production area, where manufacturers set up booths
publics to distribute their products directly to the consumer,

31
STANTON, William et al. Fundamentals of marketing. Tenth Edition. Bogotá.
McGraw Hill Editorial. 1995.
32
DATA. Statistics of Colombian Tropical Fruit Exports. 1997
33
ESPINOSA U. Jesús Antonio, VILLAMIZAR, Jesús Laureano and ANTONILES VERO, Antonio.
Guava. SENA - Cúcuta. Oct/90
represented by the passengers or travelers who make a stopover in the
different points of the area.

b. Producer - Wholesaler: It is one of the most common forms in the

marketing method of the product, two types are presented. One
when the wholesaler travels to the region, he takes the packaging so that the

product presentation carry your brand and be packaged to your liking.

Another when the wholesaler is not in direct contact with the manufacturer,
but at his request, by mail or another means, makes the request.
These two forms are primarily found in wholesalers of
Bogotá, Bucaramanga, and Medellín, which represent 70% of
total of marketing.

c. Producer - Retailer: Represents 10%. The most common case is

sales in stores, restaurants, markets or distribution centers to
detail. The manufacturer sends the requested quantity for each of their
customers in periods generally of 15 to 20 days. Another case is that one
in which the retailer buys from factories to detail it in different
cities.
d. Wholesaler - Consumer: Represents 10%. It is not a very common case.
common since the wholesale intermediary always seeks a
immediate liquidity and for them it relates more than anything with the
retail channel market – consumer.

Consumer 10%

Consumer
Wholesale 70%
10%

Retail 10%

Figure No. 7: Distribution

Source: Marketing. KOTLER, Philip, p. 63
The largest commercialization occurs in the cities of Bogotá, Cúcuta,
Medellín and within the Department with its capital Bucaramanga34.

Distribution channels

Place where the company's customers buy: initially in the

supermarkets of the city, subsequently to the distributors
authorized and at retail points such as stores, businesses,
etc. then the product will reach the end consumer through
intermediaries (distributors and vendors).

Advantages of the distribution channels for the snack product:

Comfort, attention, speed, timely service, reliability, and good

influx of people, which provides security.

2.6.3. Projection of the quantities to be offered

Trend in snack sales

Ene

High X X X X X X

Media X X X X

Drops X X
Source: Personalized information Mr. Julio Cesar Hernández. YEP Stores

Average snack sales per supermarket

AVERAGE
SUPERMARKET MONTHLY SALES PARTICIPATION

YEP 17,014,000.00 52%

Merca Plaza 7,198,400.00 22%
MERCA MORE 4,908,000.00 15%
34
Ibid. P. 19
 MERCAFAM 3,599,200.00 11%
32,720,000.00 100%
Source: Mr. Julio Cesar Hernández. Employee at Yep Stores.
Table no. 6

The information was delivered verbally and includes all the

brands and references, since they do not keep a record for each brand.

Estimated monthly sales for the new company

Initially, it is expected to capture 25 percent of the sales of the

supermarkets, while it is possible to expand the distribution network.

This will be possible thanks to our ability to make a timely delivery.

and serving our customers in a personalized manner, expanding the
customer service
Figure No. 9

Presentation 450 gr.

SEASON PRICE QUANTITY TOTAL

Figure No. 8 Units
HIGH $2.045 6,000 12,270,000
MEDIA 2.045 4,000 8,180,000
LOW 2.045 2.000 4,090,000
TOTAL AVERAGE 2.045 4,000 8,180,000
Table no. 7

These sales could be higher if we take into account that in the

information provided by Mr. Julio Cesar Hernández (worker
from the Yep supermarket), about the trend of sales in season
high, medium, and low are six months of high season, four of
medium season and only two during the low season (January and June).

Estimated annual sales for the new company

$ 98,168,000

Marketing areas of the snack.

CITY PERCENTAGE %
Bogotá 50
Cúcuta 10
Medellin 5
Bucaramanga 30
Other cities 5
Table No. 8 Source: CIMPA 1996. Characterization of snack production

Packing systems requested in the markets35

The demand for pre-packaged sandwiches in their final packaging is usually

varies among the different producing companies, but the majority
focus on the use of polyethylene or natural wrapping, in the case of
sandwich known as veleño.

Packaging features

Polyethylene polycellulosic used in the food industry that is

use in the form of wrapping, shiny and transparent of good
resistance, durability of the material, eye-catching presentation, the type of
Packaging allows for better handling and storage of the product.

a. Wholesale packaging

The aseptic cardboard packaging is the most commonly used for transport.
various units and facilitate transportation, other forms of packaging
Aseptic containers are also used for snacks, they are small boxes of
35
[Link]. ESPINOSA, p. 47
wood with varying capabilities, although the most common is 24
units (sailor).

[Link] packaging

There is practically no demand for snacks in packaging.

retailers. This is due to the high transportation costs for such type
of packaging, to the high packaging costs, can be added the
difficulty in complying with food laws and regulations, the
packaging and labeling requirements, etc., that vary by Region and
the country.

Therefore, simple wrappers are used for individual units.

that protect the product and keep it in suitable conditions for the
human consumption.

c. Recovery of Packaging

In a more or less near future, all packaging and wrappings will

must be recyclable. In particular, the producers will be
responsible for the recovery of packaging. For the moment, no
there are no regulations on the subject.

d. Consumer Information

The producer must inform the consumer of any potential risks in the
use of that product. The labels must include the name
product commercial, the composition of its ingredients, the content
net weight of the container, its durability, the particular conditions for its
use and conservation, the name and address of the producer, of
packer, the place of origin or source of the product and the way of
employment if necessary36.

[Link]

36
LAW, 9th of 1979. National Sanitary Code, Ministry of Health, 1979
The label must include:

On the main panel, the product identification and its net content is
it must clarify the content of the snack and/or its degree of concentration.

The weight of the product, the logo, and the name of the product.

The text must be legible, contrasting with the printed material and in
size not less than the remaining information of the panel except for the
font sizes of the brand, product name, logo, universal code
of the product.

The list of ingredients is made in descending order of weight, and goes in the
same side of the name and address of the producer, packer or
distributor with a font type of at least1/16of inch.

When an approved chemical preservative is added to food, it

must be included in the ingredient list with common name and including the
function. Ex: Condom, fungus inhibitor, to promote retention
of the color, etc.

Percentage of participation of the snack company in the

market

a. Potential market of the company: 12,000 people per year

b. Purchase frequency: 4 times a year

c. Units sold per year of the two presentations: 48,000

units of sandwich per year,

d. Market share percentage:

98,160,000 / 392,640,000 = 25%

The company sells 25 products for every 100 similar products that are sold.
they sell in the market.

Reasons for purchase

What leads customers to buy the company's product?

Quality, presentation, price, comfort, reliability,

service, etc

b. Most important attributes of the company's product

snacks

Quality, economy, presentation, location, innovation and the

freshness of the product.

c. Objectives that customers will pursue when buying the

product

Satisfy a need and seek economy and quality.

Will there be changes in the motivation of customers to

buy?

Yes, because every day they learn more about the product and its attributes and the

sandwich should increasingly gain greater acceptance in the

market.

Will the customers be satisfied with the product?

Yes, when the demand increases, that will demonstrate it.

done when the annual sales projections are exceeded.

Will Customers have unmet needs that are still not

have expressed?
 Yes, since every day people change their minds about
to their tastes and needs, and the client is becoming more and more demanding.

g. How important is the price to the customer?

It is important because the current trend is to seek the products.

that offer the lowest prices without neglecting quality37.

The most important feature for the customer

It is the quality, nutritional value, freshness, variety and the different

product presentations.

Similar brands

Flavor temptations of Veleño

Puma products
The Guayabos
Guayaberita Products
Sweets the Pacific
The Eagle Products
Products the little piñata

Differences between the products of the new snack company and the
products from other companies

a. Favorable differences: The new snack company offers

lower prices, products made in the region, timely delivery for your
localization.

b. Unfavorable differences: competing companies offer

better payment terms, as well as some of these companies
have national recognition.

GONZALES, Otalora Elsa Marina and Humberto Serna Gómez, Principles of Markets, Rams
37

editors Ltda. Santa Fe de Bogotá D.C. 1998

Prices of sandwiches in supermarkets in Florence

YEP SUPERMARKET
Manufacturer Municipality department Units per Content Price
o product in grams
Veleño flavor temptations Vélez Santander 8 300 1450
Puma products Vélez Santander 14 550 2550
The Guayabos Vélez Santander 8 280 2700
Products of La Guayaberita Barbosa Santander 36 1000 3100
Sweets the Pacific Bogotá Cundinamarca 24 180 4150
Sweets of the Pacific Bogotá Cundinamarca 1 400 1850
Sweets the Pacific Bogotá Cundinamarca 1 450 5400
Sweets the Pacific Bogotá Cundinamarca 4 240 3650
Sweets the Pacific Bogotá Cundinamarca 1 450 2900
Sweets the Pacific Bogotá Cundinamarca 1 700 4050
El Águila Products* San Gil Santander 1 500 2600
The little piñata products* Pitalito Huila 16 700 2450
snack products from Vela similar to what we are proposing to make here in Florence.
Table No. 9

MERCAPLAZA SUPERMARKET
Manufacturer Municipality Department Units per Content Price
product in grams
Tastes of Veleño Vélez Santander 8 300 1500
Puma products Vélez Santander 14 550 2550
The Guayabos Vélez Santander 8 280 2630
La Guayaberita Products Barbosa Santander 36 1000 3100
Sweets from the Pacific Bogotá Cundinamarca 24 180 4150
Sweets the Pacific Bogotá Cundinamarca 1 400 1950
Sweets the Pacific Bogotá Cundinamarca 1 450 5300
Sweets from the Pacific Bogotá Cundinamarca 4 240 ------
Sweets the Pacific Bogotá Cundinamarca 1 450 2860
Sweets the Pacific Bogotá Cundinamarca 1 700 -------
Águila Products* San Gil Santander 1 500 2620
La Piñatita Products Pitalito Huila 16 700 2450
snack products from Veleño similar to the ones we are proposing to make here in Florence.
Table no. 10

SUPERMARKET MERCAMAS
Manufacturer Municipality department Units per Content Price
o product in grams
Temptations of Veleño flavor* Vélez Santander 8 300 -------
Puma products Vélez Santander 14 550 2650
The Guayabos Vélez Santander 8 280 2650
Guayaberita products Barbosa Santander 36 1000 3150
Sweets the Pacific Bogotá Cundinamarca 24 180 4100
Sweets from the Pacific Bogotá Cundinamarca 1 400 2050
Sweets the Pacific Bogotá Cundinamarca 1 450 ------
Sweets from the Pacific Bogotá Cundinamarca 4 240 3680
Sweets the Pacific Bogotá Cundinamarca 1 450 2950
Sweets the Pacific Bogotá Cundinamarca 1 700 4100
Eagle Products* San Gil Santander 1 500 2550
Products the little piñata Pitalito Huila 16 700 2500
* Veleño snack products similar to the ones we are proposing to make here in Florence.
Table No. 11

MERCAFAM SUPERMARKET
Manufacturer Municipality department Units by Content Price
o product in grams
Temptations of Veleño flavor* Vélez Santander 8 300 1550
Puma products Velez Santander 14 550 2600
The Guayabos* Vélez Santander 8 280 2800
Products of La Guayaberita Barbosa Santander 36 1000 3150
Sweets the Pacific Bogotá Cundinamarca 24 180 -------
Sweets from the Pacific Bogotá Cundinamarca 1 400 1900
Sweets the Pacific Bogotá Cundinamarca 1 450 -------
Sweets the Pacific Bogotá Cundinamarca 4 240 -------
Sweets the Pacific Bogotá Cundinamarca 1 450 2860
Sweets the Pacific Bogotá Cundinamarca 1 700 -------
Products of the Eagle* San Gil Santander 1 500 2650
Products the little piñata Pitalito Huila 16 700 2500
Veleño snack products similar to those we are proposing to make here in Florence.
Table No. 12
 3. TECHNICAL STUDY

3.1. PRODUCTION PROCESS

Technical aspects of the sandwich company

The processes of transformation of the

guava fruits in pulpas are relatively
simple, yes himself consider that it will be obtained

how product intermediate for the process

of preparation of the sandwich what must
comply with the requirements of
conservation of the characteristics
organoleptic and microbiological quality of the product. Thus and of
In general, we explain the general steps and requirements.
logistics of a snack production industry.

Transformation process

snacks

THE SWEET FLAVOR OF LIFE

amamamamamamaannnnnnnnnnnnnnnnnnnnnnnnnn

450 g. 100% CAQUETEÑO PRODUCT

Figure No. 10

Obtaining guava pulp

With the guava fruits in the municipality of Florencia, they have not yet been
given important steps to develop the transformation processes and
concentration, however its color, aroma and flavor persistence
after the usual technological processes become
attractive characteristics for processing and/or consumption. It can be
saying that guava is a fruit that retains its characteristics well in
the industrialization processes including pasteurization.

The industrial processes of transforming guava into a sweet snack are not
they are very complex and can be summarized in the following steps:

Receipt of Raw Materials

Selection and of the guava
Weighing
Washing and disinfection of the Guava
Scalding
Cooled
Removal of internal damage from the fruit (rotten, black parts,
hard)
Immersion in citric acid
De-pulped
Refined
Acidity and soluble solids control
Addition and mixing with the other ingredients
Evaporated, concentrated or conditioned
Cooling
Cut the molding
Packed
Storage
Distribution
3.1.1. Description of the process

Production flowchart of snack

Reception of M.P.

Selection
 Weighing

Pressure washing with water

chlorinated or by immersion

Washing and disinfection

Scalded with water at 90°C for 5 minutes.

Blanched Inactive: Polyphenol oxidase,
Peroxidase,
Tannins and Pectinase.

Cooled

Removal of damages

Immersion in
Citric Acid

Drained

Sieve 0.5 cm
De-pulped

Sieve 0.05 cm
Refined

Air conditioned
75
The evaporated
 Cooling

Units 450 gr.

Cut the molding

Packed

Storage

Y distribution

Figure No. 11

Description of stages of the process

1. Receipt of raw material

It consists of receiving the guava from the supply center when it arrives at the

plant, in accordance with the purchase order or the needs of

production.

2. Select

It is the selection of only the fully ripe guava and that does not
has microbial damage, as established in the standards of
quality defined by the company.

3. Weighing

Determine the amount received, in accordance with the request of

purchase or the requirements.

4. Washing and disinfecting

With drinking water through immersion or spray, using some type
of authorized disinfectant. Spray with a disinfectant solution to
concentrations of 15 ppm.

5. Scald

Immerse the guava in the scalding pot containing water at

boiling for 10 minutes.

[Link]

With drinking water, in the pot or attached tank until the guava reaches
an internal temperature of 28 °C.

[Link] remove the pulp

Pass the guava through a stainless steel sieve with 0.5 openings.
millimeters and weigh the pulp. Expected yield: 65 to 85%

8. Evaporation or adjustment

Bring the guava pulp to the kettle along with the sugar and the additive,
to concentrate the product until the snack is obtained, that is to say
when there is a concentration of 75 degrees Brix (degrees of Measurement of
Concentration

9. Cutting and molding

You can let the whole dough cool in a block and then cut it with a wire.
to obtain the size of the desired snack units. or prepare
molds that create the exact snack unit (450g).

[Link]
Protect the finished product in packaging unit with poly packing
cellulosic previously defined.

It is packed in high-density plastic film (cellulosic polymer), with

capacity of 450 grams for the individual packaging. When filling, it should be
evacuate the air completely and seal hermetically, then store
at a temperature of -18oC.

Physical requirements of guava for processing

QUALITY CONTROL

FRUITS % MINIMUM ACID °BRIX AT 20 °C Solids RATIO: Ss/Acidity

CITRUS TITULABLE Solubles TitulableRATA
Titrable Acidity

guava
0.5 8 16

Table No. [Link]: Colombian Technical Standard 659 and 404

Quality control does not have to be very costly and its importance is not
should be underestimated. The company must introduce some form of
quality control, regardless of the volume of operations, to ensure
a uniform quality in the product and reduce losses due to returns.
Demonstrating responsibility towards the consumer.

In addition to the aspects of quality control, they must include and

verify all the factors involved in the production process,
such as the hygiene of the workers, the cleanliness of the plant, the
uniforms and the utensils (Decree 3075 of 1997 M.S.P).

Problems that arise due to the chemical composition

from the guava

Difference in acidity in fruits. Some show a

variability in its acidity; these types of acidity occur due to
 probably to different factors, such as: fruits
coming from different places, great variability in nutrition
of the plants and different stages of ripeness, which affects
negatively in snack production. This forces one to make
mixtures to homogenize the raw material, but it hinders the
process.

Darkening of the pulp. As it presents a high percentage

of polyphenols, these darken immediately as soon as the
cutting process, by the action of the enzyme peroxidase. For
to achieve the inactivation of peroxidase, it is necessary to scald at
a temperature of 50°C or higher. Scalding is also
important to reduce microbial load and to facilitate the
softening of tissues. To inhibit darkening it is also
necessary stainless steel equipment and utensils, as well as the use of
sugar and demineralized water.

3.1.2. Raw materials or inputs to be used

Amount of raw material available (guava)

To calculate the amount of guava available in the Region, it was

it is necessary to consult a specialist to calculate the average amount,
taking into account that there are no statistics on this matter, in
no entity in the region (see annex 1).

Approximate area in crops in hectares 350

Number of trees per hectare in units 250
Production per tree per year in Kg. 30
Possible monthly offer in tons 218
Possible offer in tons per year38 2625

38
CRIOLLO, Cruz, Dagoberto. Cooperative researcher, CORPOICA, Regional
Purchase frequency

Daily, weekly, or every fortnight depending on the volume purchased.

by the client.

Others

Guava pulp
Sugar
Additive
Stamped polyethylene packaging
Corrugated box for packaging

Mass balance of guava during the process

35 Kg. waste

100 Kg of
guava Pulping machine 65 Kg. pulp

38 Kg of
sugar

60.750 grams
1 conditioning Evaporation of sandwich

0.6 Kg of
sodium benzoate. 42.310 ml.
of water 135 and.
450 g.

Figure No. 12
Note: Nutritional Information and technical data sheet of the snack, Annex 3 and 4

By adjusting the brix degrees to 75 and adding 0.05% citric acid and 0.1% of
ascorbic acid until achieving a balanced pH equal to or lower than 3.8
(ideal). Chemical treatment, although not necessarily to the pulp that
50 grams of sodium benzoate are added to the pot.
every 100 kilos to extend the shelf life of the product only in the case of
to be marketed hot that exceed temperatures of 18 degrees Celsius
(Article 7 of resolution No. 7992/91 of M.S.P).

NOTE: utensils and equipment must be disinfected each time they are used.
the process of making sandwiches is completed, with iodophores, chlorinated or
quaternary ammonium at a concentration of 400 ppm having the
necessary care to avoid contaminating or altering them every time they
use.

3.1.3. Description of the movable or immovable property to be used

Machinery for the snack manufacturing plant

MAY 2012 QUOTE

TEAM COMPANY CAPACITY VALUE ($)

Immersion tank ABC Ltd. 200 Kg. 360,000
Tel. 0915666604
Lunchbox Hobart 100 Kg. 2,000,000
Tel. 0914247786
Pulping machine Anditec 600 Kg/h 1,280,000
Tel. 0912491882
Steel table S/ns. Mechanics 1.80x08 m 350,000
Stainless Tel. 091262014
Metro station EQUIMED Telephone ----- 1,000,000
0912855058
Refractometer EQUIMED Tel. ----- 1,000,000
0912855058
Scale TECHNIC 100 Kg. 510,000
TEL. 0912622077
Read the molds S/ns. Mechanics 80 kg. 600,000
Tel. 091262014
Baskets, spatulas and EMPAK 5 units of each. 420,000
containers. Tel. 0913723800 (1 gram)
TOTAL -------- ---------- 7,520,000

Table No. 13

Materials, treatment, operations, and waste

The following table summarizes the general operations of manufacturing

snack, the teams required and the type of waste generated.

EQUIPMENT AND TREATMENTS OPERATIONS WASTE

UTENSILS AND SUPPLIES NECESSARY
REQUIRED
Product not suitable:
Baskets Receipt Weight When it is green, for
Balance Calibration Inspection mechanical damage, due to
pH meter microbial damage, due to
Refractometer insects
Letters from
ripening

Tanks of Water, Chlorine or Other Cleaning Water with impurities

immersion disinfectant Disinfection
Cleaners authorized
Washing machines

Tables Water Selection Product not suitable for

selectors bad appearance

Lunchbox Propane gas Scalded Shells Seeds

evaporated Chemical solutions
Hot water steam of
 water

Pulpers Energy System Disintegrated Fruit waste

of sanitization Pulping
Water refined

Mold the lira for Energy Formed by Cutting waste

cut unity
Packaging companyEnergy Packaging
sandwich imperfect
Table No. 14

3.1.4. Description of the labor to be used

3.2. PROJECT SIZE

3.2.1. Variables that determine the size of the project

The variables of company size are basically determined by
by
The demand
The investment
The size
Among others.
3.2.2. Project Size

The size: for the establishment of a micro production company

small-scale sandwich, relatively small, for the
initial needs of the projected company, a single area is sufficient
minimum of 60 m2considering that not too much is required
the machinery and the required one is small.

Basically, the following areas are required:

Process area
Storage area
Administrative area
Sanitary services area

3.3. LOCATION OF THE PLANT

Florence

3.3.1. Macrozone
The location of the plant will be in the city of Florencia, Caquetá.
in order to provide the service with good personalized attention and
in a timely manner as specified in the market plan.
WATER

OFFICE ANALYSIS
6 5

4
PATIO

WAREHOUSE
WAREHOUSE
DE DE
PRODUCT SUPPLIES 1 2
COMPLETED
W.C.
Figure No. 13
1 Selection and classification
2 Cleaning and disinfection
3 Pulped
4 Evaporation
5 Molding and/or cutting
6 Packaging
3.4.2. Type of company to be created
The registration of the constitution of the new snack company requires
Preliminary proceedings
Process the main name study letter before the chamber of
trade.
2. Once the approval of the trade name is obtained, it must grant the
the corresponding public deed, which will contain at least:
Name or Business Name
Names of the partners, identification and nationality
The registered office will be the same as the commercial establishment.

Duration term
Social object written clearly and determinately
Social capital (total value, number of shares or stocks, value of
each one) and distribution of it among the partners
 Identify the method of payment for the share capital (cash or kind)
Powers of the legal representative
Appointments.

Enrollment

3. Within the month following the date of the granting of the deed
constitution public, the representative must present in any
from the windows:
Study letter of the social name
Notarial copy of the public deed of incorporation
Forms for the commercial registration of the company and its
properly completed commercial establishments.
Letter of acceptance from the legal representatives, members of the
Board of Directors and Internal Auditor, if present indicate document
of identity.
Letter of opening of the business establishment signed by the
legal representative.

4. Once registration is obtained, the following can be requested:

Certificate of existence and legal representation

Commercial books registration (Minutes, partnership register, cash,
diary, Major and balances and inventories.
NIT before the National Tax Administration, which
it is currently possible to apply at the same Chamber of Commerce.

Once the NIT is processed, it is necessary to present a photocopy in order to

complete the company's certificate. The Commercial Registration must be

renew the first three months of each year.

3.4.3. Organizational structure

Organizational aspects of the new company

Initially, the snack company will start operations with one employee.
full-time as a worker and a part-time administrator,
in addition to a variable labor force as demonstrated in the obtaining
from the break-even point.

Initial organic administrative structure

ADMINISTRATIVE

ASSISTANT EMPLOYEE EMPLOYEE

OF PLANT TEMPORAL AUXILIARY

Administrative: He/She will be the first executive authority of the company. Who
it will be appointed by the owners, among those who present themselves as
candidates to lead the development of the Company. Or alternatively among the
own owners.

Function: To comply with and enforce the legal and current regulations,

executing the set goals, to guide and lead the execution of

company development plan.

Plant or temporary employee: will be responsible for the work

company's operations and comply with the assignments made to him.
administrative.

The proposal in the organizational part is as follows:

Organic administrative structure

It is spoken of the Board of Directors of the company, considering the future.

the company can receive contributions and grow preferably by trying to
structure it with the family members. If successful, the Board of partners
by means of an act, it will have to adopt the proposed organic structure, of course.

this structure can develop gradually over time.

 SNACK COMPANY PROJECT
FUTURE ORGANIGRAM

BOARD OF PARTNERS

GENERAL MANAGEMENT GENERAL SECRETARIAT

LEGAL OFFICE
PLANNING OFFICE

INTERNAL CONTROL

D. R. INDUSTRIALS COMMERCIAL DEPT. PRODUCTION DEPT. FINANCIAL DEPT.

PSYCHOLOGY I & D NEW

ADVERTISING MARKETING PRODUCTS ACCOUNTING

SELECTION CONTROL OF
SERVICE TO QUALITY
SALES CLIENT PURCHASES

Warehouse
SUPERVISOR
WALLET
SUPERVISOR
Governing Bodies

The address of the snack company corresponds in order to:

Board of Partners: it is the highest governing body and

government of the company and it is made up of shareholders or their

delegates.

Manager: he is the legal representative and the first executive authority of

the company and will be appointed by the Board of Partner Directors.

Functions of the Board of Members

The functions of the Board of Partner Directors will be the following:

Define and periodically evaluate financial policies.

production, commercial, administrative, and general planning of
the company.
Define or modify the operational, commercial, administrative organization
and financial of the company.
Approve the proposed General plan by Management, commercial,
Administrative and Financial operation and evaluate it at least once
per year.
Ensure that the company's operations are in line with the
legal provisions, the General Statute and the policies of the
company.
Issue, modify or approve the rules and regulations that govern
company and your own.
Designate and remove the manager in the manner provided in this document.
Statute.
Approve the annual income and expenditure budget of the University and the
monthly expense agreement.
Review and approve the quarterly financial statements of the
company.
The others that indicate the legal and creation norms and that for
amount should not be direct competition for management.

The Board of Directors will consult the organizations or agencies.

whose functions or activities are related to the decisions that
affect them.

The General Manager

As the first executive authority of the company.

The General Manager is appointed by the Board of Partners.

candidates who present themselves as aspiring to lead the development of the
Company

Functions of the Manager

Comply with and enforce the current legal norms.

Execute the decisions of the company's Board of Partners.
Direct and lead the execution of the company's development plan.
Establish, maintain and improve the internal control system.
Implement the required evaluation systems for good
company march, through executed procedures and mechanisms
through the respective instances, and inform the Board of Directors about it
Partners.
Sign contracts and issue the acts that are necessary for the
compliance with the Company's objectives, addressing the
legal provisions in force.
To carry the legal representation of the company as a legal entity,
defend their rights; protect, preserve, and manage their
 heritage and appoint judicial and extrajudicial representatives, reaching
the case.
Appoint and remove staff from the Company in accordance with the
legal provisions and make all decisions concerning
its administration that are not expressly attributed to another
authority.
Appoint department managers according to the needs of the
Company and remove them.
Issue the manuals of functions and requirements, and the procedures.
administrative.
Apply the disciplinary sanctions that correspond to you.
Submit to the Board of Partner Directors: the overall planning of
every year and execute it once the monthly agreement is approved,
expenses and the financial report of the company's status in each
period or whenever the Board of Directors requests it.
Present to the Board of Directors proposals
about the regulations and their modifications.
Grant commissions, permissions, licenses and authorize travel expenses to
personal, in accordance with established legal norms.

SUBDIRECTORATE ORGANS

They will have the responsibility as the decision-making body to plan, organize,
forecast, control and direct the functions specific to the area being managed.
Implement the plan outlined to meet the objectives of the
company.
Propose the creation, modification, or elimination of activities
products or services specific to the area.
Approve and periodically evaluate the plans being developed.
Promote cooperation with other departments of the Company
and others of a regional, national, and international nature.
 Implement the evaluation and functioning processes of the area
for the achievement of objectives.
Advise the General Management in the different processes of the
company
Propose among the personnel under your command the deserving candidates for
stimuli or distinctions.
Make the planning of the Department or area of performance, in
concordance with the requirements of management.
The others that indicate the norms and regulations, or are
delegated by a higher authority.

Department manager: it is the highest executive authority in the area

what has been entrusted to lead and manage effectively.

Functions of the Department Manager

Direct the normal operation of the area under your responsibility.

Direct the preparation of the department's own plans, in

alignment with the general planning.

Lead the development and promote the presentation of the projects of

research and programs that benefit the company or its
employees.

Call and preside over its sessions.

To comply with and enforce the provisions in their dependencies

current and guidelines provided by management.
 Maintain order and discipline within the area under your
responsibility, as well as the activities of the personnel under their charge,

apply the measures of your competence and inform the instances

respective superiors regarding the fulfillment of the duties of that
personal.

Present a needs diagnosis and proposals

Sign contracts and agreements delegated to him by the Manager.

Participate in the Committees that the company requires your support.

Coordinate the execution of the activities corresponding to the

company and inform the relevant instances.

The others that are assigned or delegated to him by authority

superior

Industrial Relations: It is the department responsible for providing support in the

pertinent to the structural and administrative scope of its management, both in

labor as it relates to the company's assets.

Finance: It is the department responsible for supporting matters related to

budgetary and financial management of the Institution.

ADVISORY OR CONSULTING BODIES

The company can count on the support and advice of the

following instances:

Planning Office: It is an office with a special character, whose mission

goes beyond advice and consulting, given the transcendental
recognized importance of planning at all levels of management
of the company. As such, it must relate to the other bodies of the
organization structure, both to guide planning and to
support the organization with information and systematized procedures
execution and evaluation of the company's own activities that
ensure the fulfillment of its mission. Therefore, it will be the unit
specify where the integrated information system of the
Company.

Legal Office: It is the department responsible for providing advice on

legal and judicial matters, especially regarding the
work and contractual situations where a concept is required
legal.

OBJECTIVE

Optimize the operational and legal function of the company, to offer

high-quality services that effectively meet the needs of
customers through the effective use of resources and the advisory
legal to the partners, officials of the company, in matters of the
functions delegated by it through teamwork and the
adoption of technology in accordance with service demands; with a
solid institutional leadership with social responsibility and ethics.

FUNCTIONS

Manage all the legal aspects of the company

Advise on everything related to the general legal aspect of the
entity
In the absence of the Manager, authorize registrations with your signature.
sales and documents that the Company undertakes by virtue of the Law.
 Coordinate the operation of the receiving offices or
sections that the Board decides to create by resolution
Directive.
Serve as Legal Advisor to the Board of Directors, Manager, and others
areas of the company.
Coordination of seminars or events on legal aspects,
with the Promotion and Development area
To direct, coordinate, and control good customer service in the area.
to the public sales.
Ensure that the record books, contracts, files, and the
certificates are in accordance with the rules and procedures
legal.
The others assigned to him by the Law, the Board of Directors and/or the Manager.

Internal Control Office: It is the body responsible for advising and

ensure compliance and better development of the procedures of the
different areas of the company.

Other positions and dependencies, at the executive, technical, or operational level, must

meet the company's demands in order to achieve the goals

stipulated growth and performance of it.

3.4.4. Legal aspects

The new snack company must legally fulfill only

with the legal aspects of constitution and with the requirements
regulatory in the tax, commercial, and hygiene aspects for the
food processing.

3.4.5. Environmental aspects

Environmentally, the new snack company aims to develop.

giving strict order of compliance to what is enshrined in law 99 of
1993 and some regulatory decrees, which frame the commitment
environmental and health like decree 3075 of 1997.

4. FINANCIAL STUDY

4.1. INITIAL INVESTMENT

4.1.1. Fixed assets

Immersion tank $ 360,000

Food container 2,000,000
Pulping machine 1,280,000
Stainless Steel Table 350,000
Ph. metro 1,000,000
Refractometer 1,000,000
Scale 510,000
Read the molds 600,000
Others 420,000
TOTAL 7,520,000

Fixed assets are represented in the initial investment in equipment.

required for the processing and manufacturing of the snack.

4.1.2. deferred assets

Deferred assets are represented in assets that are deferred.

periodically, but in the case of the new company, there is none
initially.

4.2. REVENUE PROJECTION

Average annual sales of the snack company

Average monthly sales = 4,000 units of 450 gr snack.

Average annual sales = 48,000 units of 450 g snack.
$98,160,000
4.2.1. Revenue Budget
Income
Sale of finished product $8,180,000
4000 x $ 2.045

4.3. PROJECTION OF EXPENSES

Expenses
Operational expenses
Raw Material 4,736,000
(4,000 x $ 1.184)
Labor 500,000
Packaging 484,000
484000
Indirect expenses 1,000,000
(4.000 x 250)
Distribution expenses
Transport 50,000
Administrative expenses
Rentals 200,000
Services 147.334
Personal 400,000
Total expenses 7,517.334

4.3.1. Production Costs

We consider the totality of costs as production costs.

required for the operation of the company regarding the
production of the products that are made will be generated. For our,
in the case, the costs incurred in the transformation process
from the guava pulp in the production of the candy, including all
those that occur in the productive chain, whether direct or
indirect

4.3.2. Operating Costs

When we talk about operating costs, we refer to the

costs involved in the operation necessary for obtaining the
product only.

Distribution Costs

They are the costs required for the distribution of the product, that is to say the

costs incurred due to placing the product at the point

where it will be purchased by the end consumer.

4.4. WORKING CAPITAL

4.4.1. Determination of working capital

The working capital of the new company is determined in

$1,000,000
4.4.2. Projection of working capital

The working capital of the new snack company is relatively

very low, but this can be injected periodically, whenever it is
necessary, in any of the different forms that exist to
do it.

4.5. PROJECT FINANCING

4.5.1. Sources of financing

For the case of the new company, there is no financing, as...

if we analyze, it is possible that we have our own capital
financially it may not be advisable to start with one's own capital, but
as this capital is available we decided to start the new company with
equity

4.6. THE BREAK-EVEN POINT

4.6.1. Determination of the break-even point

Price
Raw material $ 1.184
Packaging 121
Supplies (gas, water...) 7
Labor 11
Indirect expenses 250
Total variable cost 1.573
30% utility 472
Selling price 2.045
Annex: 2

It is worth noting that the selling price of the competition with these
characteristics is around 2,600 pesos, the packaging that
Engineer Luna recommends a high-resistance polycellulose.
heat, which can easily adhere to the product, forming a
a kind of vacuum, which ensures better preservation and that none of
the competitors have it, that's why their high cost; additionally
a high level of labor and indirect costs is being assumed,
in order to ensure good service, because in addition to these there
they will assume a fixed labor that increases the break-even point.

Fixed costs
Salaries including benefits $ 500,000.00

Total monthly payroll $ 500.000

Part-time administration 400,000
Leases 200,000
Monthly machinery depreciation
$7,520,000 125.334
Total fixed costs 1,225.334

Variable costs
Raw material $ 1.184
Packaging 121
Supplies (gas, water...) 7
Labor 11
Indirect expenses 250
Total variable cost 1.573
Annex: 5

Break-even Analysis: In the book Business Terminology

we found the following definition:

Minimum level of production and/or sale of goods or services and of

general activity of a business company, which allows
absorb fixed overhead costs. To find it, just trace
a chart in which a curve shows the total fixed costs that
requires the minimum business operation, and another line indicates the
total income, both at various levels of production and sales. The
the intersection of these two curves indicates the equilibrium point. Of
from that point onward, as the operation increases, it would start
to obtain a profit. On the contrary, a volume lower than the point
of equilibrium would result in a loss39.

The break-even point is a tool that serves managers.

the managers to help them find the point at which sales break even.
fixed costs, in the same way, through this point we can analyze
the relationship between sales volume, costs, and profits and determine
how changes and projections in costs can affect the
utilities. We can find it in two ways:

39
BERNAL, Jaramillo Pedro, Business Terminology, Omicron Editions, Bogotá 1979. p. 319
 a. The Algebraic method: It is used when the variables are known.
total fixed costs, total sales, and total contribution margin.

b. The Graphic Method: The same variables are taken into account.
previous ones, which will be plotted on two coordinate axes, in
where one represents the quantities and the other the weights. It serves us to
describe the relationship between costs and revenues for different volumes of
production. We have:

P = Selling price per unit.

CF = Fixed Cost.
CV = Variable cost.
CT = Total Cost.
IT = Total Income.
Total Variable Cost
Q = Quantity (production volume, quantity sold).

Costs are classified as fixed (CF) or variable (CV), depending

if they vary with the volume of production (Q). The yields or profits
they occur when total revenue (TR) exceeds total costs
(CT), which is the result of adding fixed costs plus variable costs.
total variables (CVT).

$
IT = PQ

CT = CF + CV.Q
a. Graphically,USEFULNESS
we can observe it in the following way:

QPE CVT

CF

QPE Q1 Q
b. Algebraically, we can obtain it as follows:

Utility IT (Cf CvT) P.Q (Cf CvQ)

At the break-even point, the profit is zero and total revenues

they are determined by price and quantity, we have:

0 = P.Q - (CF+CvQ)

P.Q + CvQ = CF

Factoring Q we obtain

Q (P-CV) = CF
Cf
Qp.e
(P

Calculation of the break-even point in the Snack company

Cf
Qp.e
(P Cv)

1,225,334
Qpe =
0.472
Qon2.596 Snack Units before recognizing profit.

[Link]. Calculation of profit based on the average sales quantity

Utility IT (Cf CvT P.Q (Cf

2.045x4.000-(1,225.334+(1,573x4.000))
Profit = 8,180,000 - 7,517,334
$662,666

The average monthly profit of the company is $662,666 monthly;

the company is making profits because the average monthly sales are
superior to the break-even point. Without dismissing that due to the introduction of

we are assuming indirect expenses of 250 pesos per unit, which

they are relatively high, in addition to the fact that the introductory price is at

$555 pesos below that of the competition.

$
8,180,000

7,517.334

Graphical representation
662.666 of the company's break-even point

QPE 6,292,000

1,225.334

2596 4000 Q

FIGURE No. 11: UTILITY ANALYSIS AND BREAK-EVEN POINT OF THE SNACK COMPANY
8,180

7,517

4.7. FINANCIAL STATUS

4.7.1. Balance Sheet

Initial balance
Box $8,520,000
Heritage 8,520.000

Projected initial balance

Box $1,000,000
Property, plant and equipment 7,520,000
Heritage 8,520,000

4.7.2. income statement

Income Monthly Annual

Sale of finished product $8,180,000 98,160.000

(4000 x $ 2.045)
Total income 8,520,000 98,160.000
Expenses

Operational expenses

Raw Material (4,000 x $1.184) $ 4,736,000 56,832.000

Labor 500,000 6,000,000
Packaging (4,000 x 121) 484,000 5,808.000
Indirect costs (4,000 x 250) 1,000,000 12,000,000

Distribution expenses

Transport 50,000 600,000

Administrative expenses

Rentals 200,000 2,400,000

Services 147.334 1,768.008
Personal 400,000 4,800,000

Total expenses 7,517.334 90`208.008

Profit before taxes 662.666 7,951.992

(-) taxes 35% 231.933 2,783.197

Net utility 430.733 5,168.795

5. FINANCIAL EVALUATION OF THE PROJECT

5.1. CASH FLOW OF THE SNACK COMPANY

CONCEPTS 0 1 2 3 4 5
Sales revenue $ 98,160,000 $ 107,976,000 $ 118,773,600 $ 130,650,960 $ 143,716,056
(-) Fixed costs $ 14,704,008 $ 15,586,248 $ 16,521,423 $ 17,512,709 $ 18,563,471
(-) variable costs $ 75,504,000 $ 80,034,240 $ 84,836,294 $ 89,926,472 $ 95,322,060
Total costs $ 90,208,008 $ 95,620,488 $ 101,357,718 $ 107,439,181 $ 113,885,532
Taxable cash flow. $ 7,951,992 $ 12,355,512 $ 17,415,882 $ 23,211,779 $ 29,830,524
(-) Tax (35%) $ 2,783,197 $ 4,324,429 $ 6,095,559 $ 8,124,123 $ 10,440,684
Cash Flow. Accounting $ 5,168,795 $ 8,031,082 $ 11,320,323 $ 15,087,656 $ 19,389,841
(-) Investments $ 7,520,000
Working capital $ 1,000,000
(+) Recup. Cap. Work
(+) Salvage value
Net cash flow $ -8,520,000 $ 5,168,795 $ 8,031,082 $ 11,320,323 $ 15,087,656 $ 19,389,841

$ 104. 373.801VPN
99% TIR
45% TIRM
12% TIO

Table No 15. The NET PRESENT VALUE (NPV): project cost over 10 years brought to the present. REINVESTMENT RATE
It returns the internal rate of return for a series of periodic cash flows; considering the cost of the investment and
interest when reinvesting cash. INTERNAL RATE OF RETURN (IRR): Returns the internal rate of return on an investment
for a series of cash values. THE INTERNAL RATE OF OPPORTUNITY (IRO) allows comparison with other opportunities
of profitability in the market.
Continuation of Cash Flow Snack Factory.

CASH FLOW PROJECT SNACK FACTORY

CONCEPTS 0 6 7 8 9 10
(+) Sales Revenue $ 158,087,662 $ 173,896,428 $ 191,286,071 $ 210,414,678 $ 231,456,145
Fixed costs $ 19,677,280 $ 20,857,916 $ 22,109,391 $ 23,435,955 $ 24,842,112
(-) variable costs $ 101,041,384 $ 107,103,867 $ 113,530,099 $ 120,341,905 $ 127,562,419
Total costs $ 120,718,664 $ 127,961,783 $ 135,639,490 $ 143,777,860 $ 152,404,531
Taxable cash flow. $ 37,368,998 $ 45,934,644 $ 55,646,580 $ 66,636,818 $ 79,051,614
(-) Tax (35%) $ 13,079,149 $ 16,077,126 $ 19,476,303 $ 23,322,886 $ 27,668,065
Cash Flow. Accounting $ 24,289,849 $ 29,857,519 $ 36,170,277 $ 43,313,932 $ 51,383,549
Investments
Working capital $ 7,520,000
(+) Recovery. Work Capacity $ 1,000,000 $ 1,000,000
(+) Salvage value $ 1,000,000
Net cash flow $ -8,520,000 $ 24,289,849 $ 29,857,519 $ 36,170,277 $ 43,313,932 $ 53,383,549

$ 104. 373.801VPN
99% TIR
45%TIRM
12% TIO
When we talk about invasion, we think about the acquisition of resources and these
They can be proprietary to third parties, the former are known as contributions and

they generate a cost in the rents, while the second ones are the
obligations whose cost is known as interest, these factors are what
they allow me to analyze the internal opportunity rate TIO.

This rate (TIO) for our case as it is own resources is compared with
the value in the CDT of the market that ranges between 7 and 8%, but we
To find the NPV we use an interest rate of 12% which is the one given to us.
convert it into the TIO, as an opportunity rate in the market. It can also be done
compare with the current income generated by the invested capital or with the margin
of equivalence to the one who wins the competition, with inflation. Therefore
we consider that the best comparison indicator is the bank rate.

Our project under review has a high net present value ($104,373,801),
what decreases if the TIO increases because it presents a relationship
Inversely proportional, for this case it is very good if we compare it.
with its initial investment ($8,520,000). Similarly, it is an attractive project
for any investor, who will achieve an excellent result from the
start as at the end of the project’s useful life.

The reference rate or transfer rate is 12%, which is the one that is
it applies to find the net present value and that is why it is the TIO, and that if

we would apply a performance similar to that of the CDT 7% the net present value
it would be higher ($ 144,428,996), which is why the internal rate of return
corresponds to 99%. Reaffirming the profitability and attractiveness of the project.

For the above reason, we could conclude that if we made the investment of the present
project, considering another investment possibility such as purchasing
CDT, our TIO is 7% to 8% and the project will be much more viable.
If we compare the reference rate with the internal rate of return
we found that the first one is superior, therefore it is not advisable to do
use of any credit, with its own capital the project can be carried out and
obtain the results that are observed in table number 15.
SENSITIVITY ANALYSIS REGARDING THE QUANTITY. (When 1000 units are sold)

CASH FLOW PROJECT SNACK FACTORY

Sensitivity analysis with 1000 units sold

CONCEPTS 0 1 2 3 4 5
(+) Revenue from sales $ 24,540,000 $ 26,994,000 $ 29,693,400 $ 32,662,740 $ 35,929,014
(+) Salvage value
(-) Fixed costs $ 14,704,008 $ 15,586,248 $ 16,521,423 $ 17,512,709 $ 18,563,471
(-) variable costs $ 18,876,000 $ 20,008,560 $ 21,209,074 $ 22,481,618 $ 23,830,515
Total costs $ 33,580,008 $ 35,594,808 $ 37,730,497 $ 39,994,327 $ 42,393,986
Taxable cash flow. $ -9,040,008 $ -8,600,808 $ -8,037,097 $ -7,331,587 $ -6.464.972
(-)Tax (35%) $ -3,164,003 $ -3,010,283 $ -2,812,984 $ -2,566,055 $ -2,262,740
Cash Flow. Accounting $ -5,876,005 $ -5,590,526 $ -5,224,113 $ -4,765,531 $ -4.202.232
(-) Investments $ 7,520,000
Working capital $ 1,000,000
(+) Recovery. Work Cap.
Net cash flow $ -8,520,000 $ -5,876,005 $ -5,590,526 $ -5,224,113 $ -4,765,531 $ -4.202.232

$ -30.718.587,74VPN
TIR
-25% TIRM

Table No. 16
 Continuation: SENSITIVITY ANALYSIS REGARDING QUANTITY. (When 1000 are sold
units)

CASH FLOW PROJECT SNACK FACTORY

Sensitivity analysis with 1000 units sold

CONCEPTS 0 6 7 8 9 10
Sales revenue $ 39,521,915 $ 43,474,107 $ 47,821,518 $ 52,603,669 $ 57,864,036
(+) Salvage value $ 1,000,000
Fixed costs $ 19,677,280 $ 20,857,916 $ 22,109,391 $ 23,435,955 $ 24,842,112
- variable costs $ 25,260,346 $ 26,775,967 $ 28,382,525 $ 30,085,476 $ 31,890,605
Total costs $ 44,937,626 $ 47,633,883 $ 50,491,916 $ 53,521,431 $ 56,732,717
Taxable cash flow. $ -5,415,710 $ -4,159,776 $ -2,670,398 $ -917.762 $ 1,131,319
- Tax (35%) $ -1,895,499 $ -1,455,922 $ -934.639 $ -321.217 $ 395.962
Accounting Fund Flow $ -3,520,212 $ -2,703,855 $ -1,735,759 $ -596.545 $ 735.358
Investments $ 7,520,000
Working capital $ 1,000,000
(+) Work Capacity Recovery $ 1,000,000
Net cash flow $ -8,520,000 $ -3,520,212 $ -2,703,855 $ -1,735,759 $ -596.545 $ 1,735,358

-30,718,587.74 VPN
TIR
-25% TIRM
SENSITIVITY ANALYSIS REGARDING QUANTITY. (When 2000 units are sold)

CASH FLOW PROJECT SNACK FACTORY

Sensitivity analysis with 2000 units sold

CONCEPTS 0 1 2 3 4 5
Sales revenue $ 49,080,000 $ $53,988,000 59,386,800 $ 65,325,480 $ 71,858,028
(+) Salvage value
(-) Fixed costs $ 14,704,008 $ 15,586,248 $ 16,521,423 $ 17,512,709 $ 18,563,471
- variable costs $ 37,752,000 $ 40,017,120 $ 42,418,147 $ 44,963,236 $ 47,661,030
Total costs $ 52,456,008 $ 55,603,368 $ 58,939,571 $ 62,475,945 $ 66.224.502
Taxable cash flow. $ -3,376,008 $ -1,615,368 $ 447.229 $ 2,849,535 $ 5,633,526
(−) Tax (35%) $ -1,181,603 $ -565.379 $ 156.530 $ 997.337 $ 1,971,734
Fund Flow. Accounting $ -2,194,405 $ -1,049,990 $ 290.699 $ 1,852,198 $ 3,661,792
(-) Investments $ 7,520,000
Working capital $ 1,000,000
(+) Recovery. Work Capacity
Net cash flow $ -8,520,000 $ -2,194,405 $ -1,049,990 $ 290.699 $ 1,852,198 $ 3,661,792

$14,204,884.20 VPN
25% TAR
21% TIRM

Table No. 17
Continuation: SENSITIVITY ANALYSIS REGARDING QUANTITY. (When 2000 are sold
units)

CASH FLOW PROJECT SNACK FACTORY

Sensitivity analysis with 2000 units sold

CONCEPTS 0 6 7 8 9 10
(+) Sales Revenue $ 79,043,831 $ 86,948,214 $ 95.643.035 $ 105.207.339 $ 115,728,073
(+) Salvage value $ 1,000,000
(-) Fixed costs $ 19,677,280 $ 20,857,916 $ 22,109,391 $ 23,435,955 $ 24,842,112
variable costs $ $50,520,692 53,551,934 $ 56,765,050 $ 60,170,953 $ 63,781,210
Total costs $ 70,197,972 $ 74,409,850 $ 78,874,441 $ 83,606,907 $ 88,623,322
Taxable cash flow. $ 8,845,859 $ 12,538,364 $ 16,768,594 $ 21,600,431 $ 27,104,751
(-) Tax (35%) $ 3,096,051 $ 4,388,427 $ 5,869,008 $ 7,560,151 $ 9,486,663
Accounting Cash Flow $ 5,749,808 $ 8,149,937 $ 10,899,586 $ 14,040,280 $ 17,618,088
Investments $ 7,520,000
Working capital $ 1,000,000
(+) Work Capacity Recovery $ 1,000,000
Net cash flow $ -8,520,000 $ 5,749,808 $ 8,149,937 $ 10,899,586 $ 14,040,280 $ 18,618,088

$14,204,884.20 VPN
25% TIR
21% TIRM

SENSITIVITY ANALYSIS WHEN THE PRICE DROPS. ($1600)

 CASH FLOW PROJECT SNACK FACTORY
SENSITIVITY ANALYSIS WHEN THE PRICE DROPS TO $1600

CONCEPTS 0 1 2 3 4 5
Revenue from sales $ 96.000.000 $ 105.600.000 $ 116.160.000 $ 127.776.000 $ 140.553.600
(+) Salvage value
Fixed costs $ 14,704,008 $ 15,586,248 $ 16,521,423 $ 17,512,709 $ 18,563,471
(-) variable costs $ 94.380.000 $ 100.042.800 $ 106.045.368 $ 112.408.090 $ 119.152.575
Total costs $ 109.084.008 $ 115.629.048 $ 122.566.791 $ 129.920.799 $ 137.716.047
Taxable cash flow. $ -13.084.008 $ -10.029.048 $ -6,406,791 $ -2,144,799 $ 2,837,553
-Tax (35%) $ -4,579,403 $ -3,510,167 $ -2,242,377 $ -750.680 $ 993.144
Cash Flow. Accounting $ -8,504,605 $ -6,518,882 $ -4.164.414 $ -1,394,119 $ 1,844,410
Investments $ 7,520,000
Working capital $ 1,000,000
(+) Rec. Cap. Work
Net cash flow $ -8,520,000 $ -8,504,605 $ -6,518,882 $ -4,164,414 $ -1,394,119 $ 1,844,410

$ 5,896,909.46 VPN
15% TIR
14%TIRM

Table No. 18

Continuation: SENSITIVITY ANALYSIS WHEN THE PRICE DROPS. ($1600)

 CASH FLOW PROJECT SNACK FACTORY
SENSITIVITY ANALYSIS WHEN PRICE DROPS TO $1600

CONCEPTS 0 6 7 8 9 10
(+) Sales revenue $ 154.608.960 $ 170.069.856 $ 187.076.842 $ 205.784.526 $ 226,362,978
(+) Salvage value $ 1,000,000
Fixed costs $ 19,677,280 $ 20,857,916 $ 22,109,391 $ 23,435,955 $ 24,842,112
(-) variable costs $ 126.301.730 $ 133.879.834 $ 141.912.624 $ 150.427.381 $ 159,453,024
Total costs $ 145.979.010 $ 154.737.750 $ 164.022.015 $ 173.863.336 $ 184.295.136
Taxable cash flow. $ 8,629,950 $ 15,332,106 $ 23,054,826 $ 31,921,190 $ 42,067,842
(-) Tax (35%) $ 3,020,483 $ 5,366,237 $ 8,069,189 $ 11,172,416 $ 14,723,745
Fund Flow. Accounting $ 5,609,468 $ 9,965,869 $ 14,985,637 $ 20,748,773 $ 27,344,097
Investments $ 7,520,000
Working capital $ 1,000,000
(+) Recuperation of Work Capacity $ 1,000,000
Net cash flow $ -8,520,000 $ 5,609,468 $ 9,965,869 $ 14,985,637 $ 20,748,773 $ 28,344,097

$5,896,909.46
15% CTT
14% IRR
5.1.1. Project lifespan

The useful life of the project is calculated for 10 years.

5.2. DISCOUNT RATE

5.2.1. The discount rate

Project Income and Expenditures

INCOME
MONTHLY PRODUCTION 4,000
UNIT PRICE $ 2.045
MONTHLY SALES $ 8,180,000
ANNUAL SALE $ 98,160,000

EXPENSES
MONTHLY FIXED COSTS $ 1,225,334
ANNUAL FIXED COSTS $ 14,704,008

VARIABLE COSTS
VARIABLE PER UNIT $ 1.573
MONTHLY VAR. COST $ 6,292,000
ANNUAL VARIABLE COST $ 75,504,000

SOCIAL DISCOUNT RATE 12%

Graph of income and expenses of the project

INCOME AND EXPENSES OF THE PROJECT

INCOME
EXPENSES

Figure No. 15
Sales revenue graph over the ten years of the project

REVENUE FROM SALES

$250,000,000

$200,000,000

$150,000,000
Series1
$100,000,000

$50,000,000

$-
1 2 3 4 5 6 7 8 9 10
PROJECTYEARS

Figure No. 16. Flow chart of net background during the ten years of
project

NET CASH FLOW

$60,000,000

$ 50.000.000

$40,000,000

$30,000,000
Series1
$20,000,000

$10,000,000

$-
1 2 3 4 5 6 7 8 9 10
YEARS OF THE PROJECT
5.3. EVALUATION CRITERIA

5.3.1. Net present value

It is calculated at $ 104,021.828 as demonstrated in the flow of
funds

5.3.2. Internal rate of return

Calculated at 99% which indicates the viability of the project.

5.3.3. Benefit-Cost Relationship

Calculated at 1.08, which shows that it is profitable.

6. RESULT ANALYSIS

If we analyze the market, we can deduce that it is broad.

expectations that exist regarding the creation of the company of
snacks in the municipality of Florencia Caquetá, especially when not
there are similar companies in the region that manufacture the product; those that
currently they sell it in Florence and especially distribute it to
through the supermarkets, they are located at considerable distances;
fact that possibly makes it difficult for them to offer lower selling prices,
how to serve that market in a timely manner and with the service that
requires.

On the other hand, the possibility of acquiring the raw material at prices
really comfortable, becomes a competitive tool, for
access a large part of the market, positioning the new company and the
product, in addition to having the opportunity to deliver a fresh product,
nutritious and of very good quality, without overlooking the attention

personalized that can be offered.

Otherwise, if we consider that the price was set with

high indirect costs and a packaging far superior to that of the
competition, allows us to offer and be more competitive in the
eventuality in which the other companies would react against the
new company.

The location couldn't be better for innovating and developing.

new products that can expand our commercial line, even
using the same machinery. Since initially the plant will have
of sufficient capacity in their equipment to process the snack and others
products; technically the performance of production in the process of
transformation is above 50%, with a nutritional result
equivalent to or exceeding the requirements of the standard.

Financially, the project proves to be highly viable, even with

sales figures lower than estimated for low seasons. Where
apparently the internal rate of return (IRR) seems to be wrong
calculated, when in the commercial projections made, ensures
an almost 100% success, having predicted sales to be only 4000
monthly units, that is 1800 Kg. of guava paste, 1926 Kg. of pulp or
2963 Kg of guava; to try to capture the markets of the
supermarkets in the city by 25%.

The staff required to process that amount does not correspond.

to a full-time workday of an employee in the operational area, for
How much would I need to process 98 kg of guava, 63.7 of pulp or obtain
134 units of snack weighing 450 g. on each working day.
 CONCLUSIONES

The amount of guava that the department has according to the

estimates from CORPOICA researcher Mr. Dagoberto Criollo
are enough to think about creating a company that can
enter to conquer regional and national markets.

The possibility of creating the company would encourage the owners of

farms to increase their guava crops and make better use of the
existing; becoming an opportunity for additional income
to the traditional ones.

It is evident the need for support from the administrations.

municipal and especially of the UMATAS, to investigate and determine
real statistics about the existence of this type of fruit.
 It is evident that if we could transform in a year the
total guava estimated in units of proposed snack
The income from this concept would be $7,157,500,000.
((2645x0.60x1000000)/450x2045).

The project is indeed viable, as several companies bring it.

product from considerable distances and it is profitable, why not for
we who have everything more accessible.

The participation of teachers and students is interesting in the

motivation to develop this type of projects, given the
circumstances of unemployment and the characteristics of the Amazon region.

RECOMMENDATIONS

We consider it appropriate for the University to lead

institution to institution through the UMATAS, for example, agreements
inter-institutional agreements that will benefit the parties, where many of the
projects can become a reality.

Promote technology transfer since the different

advanced studies on technological adoption in small businesses
producers have shown to be viable in short periods of time.

Disseminate the results of this project and share the

experiences with other regions of the country.

Address strategies o projects what stimulate the

marketing of products such as guava and guava paste.
 Facilitate through institutional policies the connection of
companies to the development of student projects.

Propose another line of products through guava such as

for example Although they are not so common, in some areas they
They prepare fruit preserves that require a high level of cooking.
These preserves are confectionery-type products that have been subjected to
a longer cooking time until reaching a sugar level that
oscillates between 75 and 85% and has a solid consistency. The high level of sugar,

combined with natural acidity, prevents decomposition. Perhaps the

a more illustrative example of this is guava candy. These
products are sold within the candy industry.

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