UNIVERSIDAD TECNOLÓGICA EL RETOÑO

DESARROLLO DE NEGOCIOS ÁREA MERCADOTECNIA

PROGRAMA ESCUELA PRÁCTICA

ARE YOU READY FOR CHANGE, FIX, GIVE?

GOZA LA KOMBUCHA
by GOZA LA VIDA

SUBJECT: LOGISTICS AND DISTRIBUTION

TEACHER: GABRIELA ORTIZ DELGADILLO

TEAM:
BUSTAMANTE PÉREZ MARIA PAULA 4088
CASTAÑEDA QUEZADA MIRIAM 4199
MORA PRIETO MIGUEL ANGEL 3711
PÉREZ MACÍAS KEVIN JARED 3809
RODRÍGUEZ MALAGÓN LUZ FERNANDA 4137

MARCH 19th
JAN - APR 2024
 LOGISTICS AND DISTRIBUTION STRATEGY

Company: Goza La Vida

Industrial line: Consumer Goods - Beverages
Product: kombucha tea - Goza La Kombucha

1. THE COMPANY

“Goza la Kombucha” is a company dedicated to the production and distribution of an ancient

fermented drink originating in Asia, known as Kombucha. Founded in 2014 under the name
“Cervecería Goza la Vida” and subsequently adapted to the production of Kombucha in 2019, the
brand has undergone a significant transformation in its business focus, moving from craft beer
brewing to the production of this probiotic drink. The decision to venture into the production of
Kombucha arose from the vision of the founder, a food engineer with a passion for health and
well-being, who saw in this drink an opportunity to offer a healthy alternative to those seeking to
reduce their consumption of alcohol and improve your intestinal health.

Regarding the logistics and distribution problem, the company does not have a logistics
strategy that allows it to guarantee the timely delivery of the product at its points of sale. The lack of
an adequate logistics plan prevents expansion into new markets and limits product reach.
Additionally, the company faces transportation obstacles due to the lack of a suitable vehicle to move
the products, making effective distribution even more difficult. The lack of an effective distribution
system also affects the ability to reach new customers and expand market presence. These logistics
and distribution deficiencies represent important issues that must be addressed to improve the
company's ability to meet market demand and increase its share of the health beverage sector.
Resolving these obstacles and ensuring the company's sustainable growth requires a solid logistics
strategy and a preventative approach to distribution.

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 1.1. SWOT ANALYSIS

STRENGTHS: OPPORTUNITIES:

Healthy Product: Enjoy Kombucha offers a Market Growth: The health drinks market is
healthy and natural drink, which positions it growing, providing opportunities to increase demand
favorably in a market increasingly oriented towards for Kombucha.
healthy products.
Geographic Expansion: There is the possibility of
Innovation in Flavors: The company offers a expanding to other states or regions, which would
variety of innovative kombucha flavors, setting it allow us to reach new customers and increase market
apart from the competition and appealing to share.
different consumer segments.
Strategic Collaborations: Partnering with
Flexibility in Presentations: Goza la Kombucha restaurants, health food stores, or other related
offers both alcoholic and non-alcoholic options, businesses could increase product visibility and
expanding its reach to different demographics. distribution.

Registered Trademark: The company has Increase in Points of Sale: Expanding the presence
registered its trademark, which gives it legal in strategic points of sale, such as health food, sports
protection and allows it to build a strong identity in and vegan stores, would increase the accessibility of
the market. the product.

Expansion Potential: Although currently operating Digital marketing: Leverage social media and
in a localized market, Goza la Kombucha has the digital marketing to increase brand visibility and
potential to expand into new territories and reach reach a broader audience.
more customers in the future.
Lack of rigorous regulation: The FDA stipulates
that there is no rigorous study that determines or
denies the effectiveness of regular consumption of
kombucha tea so companies can take advantage of
the loophole by exposing benefits that may or may
not be real. Benefits are subject to the tolerance and
receptivity of each individual.

THREATS: WEAKNESSES:

Imitation of Products: There is a risk that other Lack of Logistics Strategy: The company lacks a
companies will imitate Goza la Kombucha's clear logistics strategy, which makes efficient product
product, offering similar alternatives at lower prices distribution difficult.
or with more aggressive marketing strategies,
Absence of Sales Team: The lack of a specialized
which could affect market share and customer
sales team limits promotion and sales opportunities.
loyalty.
Limited resources: Goza la Kombucha operates with
Changes in Consumer Trends: Changing
limited human and financial resources, which may
consumer trends and new habits could influence the
hinder its ability to grow.
demand for Kombucha. For example, if a new trend

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for healthy drinks or ingredients emerges, Dependence on the point of sale: The company
Kombucha's popularity could be negatively relies heavily on a limited number of sales outlets,
affected. which increases its vulnerability to changes in the
market.
Competence: The presence of established
competitors in the health drinks market, as well as Competence: There is significant competition in the
the entry of new brands, represents a threat to Goza health drinks market, which can make brand
la Kombucha's market share. differentiation and growth difficult.

Negative Perceptions: Negative perceptions or

misunderstandings about the health benefits of
Kombucha could affect demand for the product and
its acceptance among consumers.

Government Regulations: Changes in government

regulations related to the production of fermented
beverages or the marketing of food products could
impose additional restrictions or costly
requirements on the company. This could increase
compliance costs and affect the company's
profitability.

2. PRODUCT STRATEGY

2.1. PRODUCT LIFE CYCLE STAGE

Kombucha tea by Goza La Vida is in an introduction stage in the world market, however,
because penetration in the Mexican market is still very small and the product belongs to a niche
market, we consider that in what Regarding the Aguascalientes market, the product is still in an
introduction phase since not much is really known about kombucha tea and there is not much
competition.

2.1.1. History

● 1960s: Although kombucha is an ancient drink consumed mainly in Asia, little by little it
spread throughout Russia and Europe, until the Second World War when sugar and tea were
rationed. However, its marketing was reactivated in the European market in the 1960s. a time
in which a more “fair”, “peaceful” and “natural” ideal of life began to be pursued,
popularizing healthy eating alternatives.
● 1980s: Kombucha arrives in the United States, marketed as a dietary supplement and a natural
remedy for various diseases.

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 ● 1990s: The first kombucherias opened in the United States, which helped increase the
popularity of the drink.
● XXI century: Kombucha has become a popular drink around the world, especially after the
COVID-19 pandemic due to growing demand from consumers interested in healthy options
that strengthen their immune system.

2.1.2. Justification

● In 2021, the global kombucha market size was estimated at USD 2.64 billion.
● This market is expected to continue expanding at a compound annual growth rate (CAGR) of
15.6% from 2022 to 2030.

● By 2023, the market was estimated to reach USD 2.91 billion.

● Projections indicate that by 2029, the global kombucha market could reach USD 8.88 billion.

● Another estimate suggests that the market could reach USD 12 billion by 2028, with a CAGR
close to 25.1% from 2021 to 2028.

With this we can affirm that it is a growing product in the global market and that, in fact, it is
a promising market since it is gradually gaining recognition and acceptance in Mexico among
consumers looking for healthier and more natural alternatives. However, doing a comparative analysis
between the popularity of European kombucherias and Mexican kombucherias we can maintain that
in Mexico it is a much smaller number than in the European market and even more so in the
Aguascalientes market, where factors such as:

● Availability: Kombucha is not as available in Aguascalientes as in other larger cities in

Mexico. It's relatively new compared to more established drinks like soda and juice.
● Price: Kombucha is a little more expensive than other traditional drinks, as it belongs to a
type of drink that offers high health benefits, which is why it is considered a niche market.
● Knowledge: Many people in Aguascalientes do not know kombucha or its health benefits,
there is very little food education and they prefer other types of cheaper or more well-known
drinks.

Regarding the market penetration of kombucha tea in Mexico and the estimation of kombucha
consumption in Aguascalientes:

● It is estimated that kombucha has a market penetration of 5% in Mexico. This means that
around 6 million people in Mexico consume kombucha.

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 ● The population of Aguascalientes is approximately 1.4 million people.

● If we assume that the market penetration of kombucha in Aguascalientes is similar to that of

the national average, then we can estimate that around 70,000 people in Aguascalientes
consume kombucha. This would represent approximately 5% of the state's total population.

However, it is important to note that this is only an estimate. It has to be combined with the
previously mentioned factors such as education, economic income, type of diet, etc., in addition,
taking into account that Goza La Vida kombucha tea is not yet known in the Aguascalientes market
and has not really been adopted to Despite having been in the market for almost 5 years, enough time
to be in a growth stage, we consider that we must place the product in a re-introduction phase to be
able to develop an effective marketing presentation strategy that includes the appropriate segment of
the market to which it belongs. that is intended to be reached, the channels and forms of advertising
that will be used to introduce the new product and the messages that will be used when marketing it to
consumers since they do not exist.

2.2. PRODUCT CHARACTERISTICS AND CLASSIFICATION

2.2.1. Features of Enjoy La Kombucha

The main characteristics of Goza La Kombucha include its natural and probiotic origin, its
artisanal fermentation process, and its focus on health and well-being. These characteristics
differentiate it from other drinks, offering consumers a unique and beneficial option for their health.

● Origin and production process:

○ Fermented drink: It is made from tea sweetened with sugar, through the action of a
symbiotic culture of bacteria and yeast known as SCOBY (Symbiotic Culture of
Bacteria and Yeast).
○ Ancient origin: Its consumption dates back thousands of years, with references in
China and other Asian countries.
○ Not pasteurized: It is not recommended for pregnant women who have not
consumed this food before, lactating women and children under 5 years of age.
○ Low alcohol level: Fermentation produces a small amount of alcohol (less than 1%).
● Components and flavor:
○ Tea base: It is usually prepared with black or green tea, although other varieties can
also be used.
○ Sugar: Necessary to feed the yeasts and bacteria during fermentation.
○ Sour and slightly sweet flavor: Due to the production of acetic acid and other
compounds during fermentation.

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 ○ Bubbly: Fermentation generates carbon dioxide, producing a fizzy drink.
○ Variety of flavors: You can add fruits, herbs or other ingredients to create different
flavors.
● Potential health benefits (Clarification: The FDA does not approve medicinal uses for
kombucha as there are not enough studies to confirm or deny them):
○ Probiotics: Fermentation generates beneficial bacteria that can help intestinal health,
although their quantity is not as high as that of kefir.

○ Strengthening the immune system: It is attributed a positive effect on the body's

defenses.

○ Digestion: It can contribute to better digestion and intestinal health.

○ Antioxidant: It is believed to have antioxidant properties that combat cellular

damage. Contains a small amount of caffeine.

○ Precautions: It should be consumed in moderate quantities, do not take more than

100 ml a day, since too much can cause digestive discomfort (diarrhea, flatulence,
etc.). It is not recommended for people who have any intestinal or immune system
pathology.

2.2.2. Product classification

Goza La Kombucha is at a real level because it has aspects that distinguish it among the
offers of other buyers that we consider should be improved, but it does not have great differentiators
that highlight it as an increased product to generate competitive advantage.

● Basic benefit: For a small sector, quench thirst and the craving for kombucha tea, and take
care of intestinal health or generate a feeling that you are doing something good for your
health.
● Brand: Goza La Vida, better known for being a brewery rather than a kombucheria.
● Packaging: Bottles, cans and kegs are used to contain and transport Kombucha.

Product Presentation Characteristics and PV

(Tea) Goza La Kombucha Aluminum can - 473 ml. Sold only to friends and
*Can be recycled 100% acquaintances.
P.V Milagro Zumo Bar,
Mexikaner* and Campfire*

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 Glass bottle - 1 liter Sold only to friends and
*It cannot be recycled 100% but acquaintances
it can be reused indefinitely. P.V Milagro Zumo Bar,
Mexikaner* and Campfire*

Cornell type barrel - 19 liters P.V Mexikaner and Campfire, is

*Ensures that the product sold to the public in 12 and 16 oz
remains fresh and cold. glass cups.

Hard Kombucha Aluminum can - 473 ml. Drink mixed with mezcal. The
*Can be recycled 100% P.V. is unknown.

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 Observations: 1) *The flavors available vary according to the season. There is no fixed menu
of established flavors. 2) *In the Mexikaner and Campfire PVs it is only sold by the barrel. 3)
*Milagro Zumo Bar is a recently acquired PV where it is only sold by the can.

● Packaging: A plastic box is used to transport the cans and bottles.

○ 40 cans or
○ 17 bottles of 1L

● Label: Labels provide information about the product, including ingredients, consumption
instructions, and warnings.

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 2.3. NEW PROPOSAL AND JUSTIFICATION

To generate increased differentiation in the Goza La Kombucha product, we consider that the
elements that distinguish it from the rest of the kombuchas are its sale in barrels and the presentation
of kombucha tea with “Hard Kombucha” mezcal, so we want to enhance them and make their
distribution more efficient. and sale through the following proposals:

2.3.1. Different packaging options

● Returnable glass containers: One of the seller's arguments in favor of using cans instead of
glass is their lower cost, however, we consider it important to continue using glass containers
and opt for returnable ones to align the brand with its environmental commitment and capture
the attention of consumers concerned about sustainability. For example, for every so many
containers, 1 kombucha is given away*

As for the Goza La Kombucha Premium line, we are considering using a glass container
with a swing-top lid to give it a more luxurious look & feel, but which can still be returnable.

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 ○ Why glass? (Logistics)*
The glass does not interact with the content, so the flavor and properties of the
kombucha are preserved, and it also provides a premium and attractive image to the
product. Although glass involves a greater expense initially, it is profitable in the long
term.
○ Disadvantages:
■ Larger carbon footprint: Glass production requires more energy than cans.
■ Weight and fragility: Increased risk of breakage during transport and
storage.
■ Difficulty of transportation: Greater fuel consumption and emissions due to
its weight.
● Aluminum can: “In Mexico, 100% of aluminum, 12% of glass and less than 6% of plastic
are recycled.” It is not intended to rule out the presentation in an aluminum can since it is
much more versatile, lighter and more resistant in terms of transportation issues, also in that
its production requires less energy than glass. In general, the can can be a greener option in
the short term due to its lower carbon footprint and greater ease of transportation. However,
glass is a more sustainable material in the long term due to its ability to be recycled
indefinitely.
○ Disadvantages:
■ It does not give such a premium appearance but it can be focused on a
different market sector, for example more “sport”.

2.3.2. Label re-design

Update labels to highlight relevant product information according to the target audience to
which each line of Goza La Kombucha is directed.

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● Goza La Kombucha Original Recipe: Strategically highlight the health benefits of
Kombucha, highlighting natural ingredients and probiotics, as well as providing detailed
nutritional information to meet the needs of health-conscious and athletic consumers.
● Goza La Kombucha Premium: Focused on a more restaurant sector, for a “premium”
audience that likes to combine different flavors with good food, offering it in gyms, vegan
stores, vegetarian restaurants, brunches, healthy and gourmet experiences.
● Hard Kombucha: A much more daring design for people who want to have fun but without
excess, also offered in restaurants, bars, beer gardens, not so healthy food restaurants.
2.3.3. Differentiators

● Healthy soft drink: Enjoy La Kombucha Premium. Offer a line of kombucha tea that is a
little more carbonated than normal, very low in calories, almost sugar-free, that provides a
mix of sensations, similar to drinking cider for people who go to food establishments such as
Mexikaner and Campfire. , where you don't necessarily eat “healthy”.

● Refill: Encourage the reuse of packaging by giving a special price when bringing your own
packaging. For example, offer a 355 ml returnable container for $30. of GLV (-$3). Liter refill
$120*

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 3. STORE

3.1. WAREHOUSE TYPE

It is a closed warehouse, the place is a room that has been adapted to function as a
warehouse for raw materials, semi-processed and finished products in the same space.

The current production capacity is 500 liters per month expandable to 3000 liters.

3.2. TYPE OF STORED SUPPLIES

● Non-perishable foods: Water, black tea, sugar

● Perishables: Fruit, scoby

● Gaseous materials: CO2

● Auxiliary materials and spare parts: Cornelius type barrels, cans, bottles, other tools

3.3. MERCHANDISE HANDLING CRITERIA

It does not have a standardized criterion for handling merchandise, it accommodates it

according to its logical criteria or its space availability at the moment. For example, CO2, being
non-flammable, does not have any special handling criteria other than keeping it in a well-ventilated
area and protected from excessive heat and direct sunlight, since exposing it to direct sunlight can
cause it to explode. . That's why it's important to avoid exposure to open flames, sparks, or other

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ignition sources. Tanks must be protected from physical impact to prevent damage that could lead to
leaks.

Non-perishable foods are kept closed and in a cool, dry place, while the fruit when it is ripe
and the scoby are stored in a refrigerator, not necessarily the one they have in the same warehouse but
rather the one for their personal use since they live in the same house where the warehouse is located.

The merchandise that does need more special care is the product already finished and
packaged in barrels, which are stored in two special refrigerators where 4 19 L barrels can be stored.

Keg dispenser, 2 taps, stainless steel

Brand: Kegco

Special Features: NSF Certified

Included Components: Draft Tower, CO2 Tank, Keg

Couplers, CO2 Regulator

Model Name: KOM163S-2

Observation: The current storage space may not be adequate or sufficient to maintain
production and meet demand if we plan to increase sales of the product.

Suggestion: Consider expanding storage space or renting additional space to ensure proper
storage of finished products and raw materials. Adequate temperature control in the warehouse must
be ensured to preserve the freshness and quality of the product, thus maintaining the cold chain
necessary to preserve the probiotic properties and flavor of the Kombucha. Furthermore, it is essential
to have sufficient space to store both finished products and raw materials used in production, ensuring
easy access during loading and unloading operations. The raw material type does not need
refrigeration, only the finished product. Warehouse security is also a crucial aspect, so appropriate
security measures, such as surveillance systems and access controls, must be implemented. Proper
organization and labeling will make inventory management easier, reducing errors and optimizing
workflow. Likewise, the strategic location of the warehouse is essential to guarantee fast and efficient
distribution.

● Compromised cold chain: The cold chain is crucial to maintaining product freshness and
quality, but it can be compromised during transportation or storage.

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 Suggestion: Invest in proper refrigeration equipment to ensure product is kept at the right
temperature at all stages of the supply chain. That is why it is recommended when purchasing
industrial refrigerators to properly preserve the product.

The Migsa UR-54C-2 Vertical Refrigerator 2 Solid Doors Stainless Steel 47 Cubic Feet
Refrigerator is recommended, with an approximate price of $52,196.00.

Characteristics:

● Adequate Capacity: With 47 cubic feet of space, this refrigerator provides enough capacity
to store large quantities of product, which is ideal for a growing business like Goza la
Kombucha.

● Durable Construction: Made from stainless steel, this refrigerator offers durability and
corrosion resistance, ensuring its longevity even in demanding commercial environments.

● Solid Doors: Solid doors help maintain a constant temperature inside the refrigerator by
minimizing cold loss each time the doors are opened. This is crucial to preserving the
freshness of stored products, such as kombucha, which requires being kept at a specific
temperature.

● Vertical Design: The vertical design maximizes available floor space, which is beneficial for
optimizing the use of space in the kitchen or Goza la Kombucha production area.

● Energy efficiency: Migsa industrial refrigerators are typically designed with technology that
ensures efficient energy consumption, helping to reduce long-term operating costs for the
company.

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 3.4. MERCHANDISE ENTRIES AND EXITS

● Inventory management: The company may face difficulties in maintaining efficient

inventory control, which could result in shortages or excess stock, since currently the
businessman only uses a log in his production and buys his supplies whenever he runs out.
Therefore, it does not control any of its activities.
● PEPS: Goza la Kombucha should consider the FIFO system for inventory control, as it
ensures proper product rotation and minimizes the risk of out-of-stocks. This guarantees the
freshness and quality of your products, improving customer satisfaction and reducing losses.

Suggestion: Implement an
automated inventory management
system that allows accurate
tracking of stock, product incoming
and outgoing, and expiration dates.

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 3.5. MERCHANDISE CLASSIFICATION METHOD

Goza La Vida does not have a high level of production yet, it does not use a standardized
classification method but we observe that it uses a JIT (Just-In-Time) strategy which seeks to maintain
only what is necessary in its inventory to satisfy immediate demand. a method of classifying
merchandise.

Suggestion: If we think about the possibility of implementing new lines of beverages with
different packaging methods, we suggest implementing a classification system according to their
rotation and economic value: HML Method (high, medium, low).

3.6. STOCK LEVELS

● Enjoy Kombucha only has the capacity to store 4 19 L barrels in its refrigerators.
● 90 liters of kombucha are produced every 3 weeks without counting waste. Equivalent to:
○ 5 barrels or
○ 182 cans of 473 ml or
○ 85 bottles of 1L
Bottle according to the amount of kombucha they ask for.

Observation: The information is confusing, only 4 barrels fit in their refrigerators, previously
they mentioned that their barrels have a lot of rotation, 10 a week, but they told us that they sell 2 a
week (1 for each PV).

3.7. ORDER CALCULATION

Goza la Kombucha currently distributes one barrel per week at the Mexikaner and Campfire
points of sale. Likewise, a new distribution point has just opened where I only carry 15 cans for its
debut at Milagros Zumo Bar.

4. GOODS LOGISTICS INFRASTRUCTURE

The logistics infrastructure for goods currently presents significant deficiencies. The company
lacks adequate storage facilities, making it difficult to maintain the freshness and quality of its
products. Furthermore, it does not have refrigerated transportation equipment or an efficient inventory
management system. This lack of logistics infrastructure can negatively impact the timely distribution
of merchandise, limiting its reach and affecting customer satisfaction. It is essential that the company
implements improvements in this aspect to optimize its operations and guarantee an effective supply
chain.

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 ● Transportation problems: The lack of adequate transportation can make it difficult to timely
distribute products to points of sale, since currently the entrepreneur transports his product
using his personal car.

4.1. TRANSPORT MODE

Currently the mode of transport of the merchandise is a 2011 Chevrolet Tornado pick up, so it
is evident that it is not the appropriate transport for the transportation of the merchandise.

Suggestion: Explore transportation options that adapt to the needs of the company, such as
hiring delivery services or purchasing your own vehicles. It is suggested that the Volkswagen Crafter
2.0 Chassis Cabin 5.0 Ton Lwb Mt model, with a load capacity of 4 tons, could be acquired
second-hand with an approximate price of $469,900 Mexican pesos, 2017 model.

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 ● Lack of efficiency in distribution: Distribution to points of sale may be inefficient, resulting
in delays or loss of sales. The businessman mentioned that he does not have an established
distribution route, since he only has three points of sale. Taking into account the following
distribution routes.

PRODUCTION POINT OF SALE DISTANCE DISTRIBUTION

POINT COST
(KM)
(Gasoline $22.30)

Quintana Roo #413 Mexikaner 400m 1 L= 11km

Campfire 5.1km

Milagros Zumo Bar 5.7

Total: $55.75
Round trip Total: 22.4km
Suggestion: Optimize distribution routes and coordinate deliveries more effectively to reduce wait
times and improve customer satisfaction. Even being able to increase points of sale.

4.2. TRANSPORTATION COSTS

4.2.1. INCOTERM DAP

The Incoterm DAP (Delivered at Place) would be convenient for Goza la Kombucha, since it
includes the delivery of the merchandise to the place agreed with the buyer, which facilitates the
logistics process and reduces the company's responsibility, since it specifies the delivery of the
merchandise at the agreed location within Aguascalientes, facilitating the local distribution process.

DAP = Cost of merchandise + Cost of transportation + Cost of insurance (if applicable) +

Estimated import duties and taxes (even if there is no specific import tax, other local taxes such
as VAT would be used).

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 4.2.2. Cost of merchandise

● Production cost per barrel + energy expenditure

The production of 100 L of Kombucha is enough for 182 473ml cans

Taking into account the previous data, the following operation is carried out:

$3,045/182= $16.73, so the unit price of the cans is $16.73.

According to the businessman, the cans are being introduced as soon as he is doing the demonstration
at a new point of sale “Milagros Zumo Bar”, in his first delivery he carried 15 cans. However he sells
cans of it for $50 each. 15 x $50= $750.

According to the businessman, every week he takes a barrel to Mexikaner and another barrel to
Campfire, each barrel he sells for $1,500, so both would be $3,000.

According to this information, the incoterm is calculated as follows (considering that the businessman
will continue with the same number of bottles)

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DAP: $750 (cans) + $3,000 (barrels) + $55.75 (transport) = $3,805.75

VAT = 16% * $3,805.75 = $608.92

Total = $3,805.75 + $608.92 = $4,414.67

Desglose:

● Cans: $750
● Barrels: $3,000
● Transportation cost: $55.75
● VAT: $608.92
Total final: $4,414.67

4.3. COST COMPARISON

Direct distribution involves higher fixed costs, such as hiring sales staff and managing
internal logistics, while indirect distribution involves lower fixed costs by using intermediaries such as
distributors or retailers. Variable costs can be lower in direct distribution, since the company directly
controls the sale and distribution of its products, avoiding the margins of intermediaries. However, in
indirect distribution, variable costs may be higher due to margins that must be paid to distributors or
retailers.

For Goza la Kombucha, indirect distribution would be the best option given its size and
location in Aguascalientes. Using intermediaries such as distributors or retailers, the company could
reach more points of sale without investing in its own logistics infrastructure. In addition, these
intermediaries can offer additional services, such as warehousing and product promotion, while
facilitating access to the local market. This allows Goza la Kombucha to dedicate its full attention to
production and product quality, while expanding its reach through a broader and more efficient
distribution network.

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Current Costs of Enjoy Kombucha (fixed and variable):

4.4. DIMENSION AND LOCATION OF THE POINTS OF SALE

Characteristics

● Alignment with values: Points of sale must share Goza la Kombucha's values, such as
health, well-being and sustainability, to ensure a coherent and attractive association for
customers.
● Complementary offer: Outlets should offer a variety of complementary products and
services, such as vegan and natural options, organic foods, quality teas and coffee, to meet the
needs and preferences of customers concerned about their well-being.
● Environmental awareness: Points of sale must show a commitment to sustainability and the
environment, using recycled and biodegradable materials in their decoration and operations,
which reinforces the image of Goza la Kombucha as a responsible and committed brand.
● Joint promotion: A strategic collaboration can be established with the owners of the points
of sale to promote Goza la Kombucha products jointly, through special events, free tastings or
promotional packages, which increase visibility and interest in the product.
4.4.1. Prospects Points of Sale

● La Miga y la Barriga
● PADMA
● Casa Segunda
● Fermento
● Somos de Maíz
● Avocado Punk
● La Croquería
● Balam Café
● Mil Miel
● Pasta House Tavola

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 ● Tuesdays N’ Fridays
● All Ride (estudio de indoor cycling)
● Kinara (estudio de yoga)

4.5. DISTRIBUTION MODALITY

Given the specific situation and needs of Goza la Kombucha, a distribution modality that
could be positive is outsourcing. Outsourcing distribution would allow the company to leverage the
experience and resources of third-party logistics and transportation specialists, which could improve
supply chain efficiency and effectiveness. Additionally, outsourcing this function could free up the
company's internal resources, allowing it to focus on its core activities, such as product production
and marketing.

Suggestion: Including Goza la Kombucha on delivery platforms like Uber Eats could be a
strategy to expand your reach and make it easier for customers to access your products. Uber Eats
offers a platform that allows consumers to order food and drinks from their mobile devices, which
could open new business opportunities for the company. By joining Uber Eats, Goza la Kombucha
could reach a new segment of customers who value the convenience of home delivery. Additionally,
by leveraging the platform's existing infrastructure, the company could avoid the need to invest in its
own delivery fleet and the associated logistics management, which could be especially beneficial for a
smaller-scale company like Goza la Kombucha. However, it is crucial for the company to evaluate the
associated costs and benefits, as well as its ability to maintain the quality and freshness of its products
during the delivery process. Additionally, joining Uber Eats could offer significant advantages in
terms of reach and convenience for customers.

4.5.1. Approximate costs for improving logistics and distribution

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