INDEX

INTRODUCTION

l.PRESENTATION OF THE COMPANY

1.1 Company history------------------------------------------
1.2 Name, company name, sector, line of business-----------------
1.3 Company organization chart---------------------------------------------
1.4 Mission-----------------------------------------------------------------
1.5 Corporate values -------------------------------------------------
1.6 Strategic business unit -----------------------------------------

ll.SECTOR DESCRIPTION
2.1 General description of the sector or line of business to which it belongs --------------------

lll.COMPETITIVE ANALYSIS
3.1 Main suppliers-----------------------------------------------
3.2 Rivalry among competitors------------------------------------------
3.3 Substitute products--------------------------------------------------
3.4 Competitiveness matrix ----------------------------------------------

lV. WORK PLAN

4.1 Sales forecast --------------------------------------------------
4.2 Short and long term objectives ------------------------------------------
------------------------------------------
4.3 SWOT matrix-----------------------------------------------------------
4.3.1 SWOT objective-----------------------------------------------------
4.3.2 Table of internal and eternal factors of the organization------------------ ------------------
4.3.3 Strategy table -------------------------------------------------
4.3.4
4.3.5 SWOT mathematical table-------------------------------------------
4.4 Vision----------------------------------------------------------------
4.5 Philosophy--------------------------------------------------------------
4.6 BCG Matrix------------------------------------------------------------
------------------------------------------------------------
4.73X3 Matrix------------------------------------------------------------

V. EVALUATION OF STRATEGIC MARKETING MATRIXES

5.1 PEYEA Matrix ---------------------------------------------------------

CONCLUSIONS
 PRESENTATION
OF THE
COMPANY

COMPANY HISTORY

WHO IS BISSÚ?
Mexican company created in 1991 focused on designing and producing cosmetics and
beauty products. The company was founded with the purpose of becoming an accessible
brand with an extensive product portfolio that caters to international trends within the
category.
The brand's products are manufactured in the state of Tlaxcala, specifically in the
community of Huamantla, where about 150 people are directly employed.

Currently the brand is part of FCB Mexico's client portfolio, an agency with which they
have developed interesting campaigns such as BISSÚ Speed Dating, a digital strategy that
through an experiment tried to encourage women to create, explore and reinvent
themselves, which shortly after its publication on the brand's social profiles reached more
than 60 thousand visits.

At Bissú we intend to continue extending and refining our product line, to offer our
customers and users the most innovative and revolutionary products in the world market,
within the reach of the Mexican economy, without sacrificing the high quality standards we
have already established for our brand, in order to take care of the health of your skin,
without altering the ecological balance of our planet.

NAME, COMPANY NAME, SECTOR, LINE OF

BUSINESS, SIZE OF BUSINESS

TECHNICAL DATA
o Company Name: BISSÚ Speed Dating
o Corporate name: Sociedad anónima de capital variable (franchises)
o Country: Mexico
o Line of business: Industrial
o Magnitude: Median

Interpretation; BISSU is a medium sized company, that is to say that it does not have the same
positioning as the competitors in the same sector, one of the good points of our company is that it
is one of the brands within Mexico, which plans to be able to introduce a variety of products for
the impact of its positioning.

Being a corporation company benefits it in not requiring a minimum number of partners, being
able to constitute a Sole Proprietorship in the case of a single person, this is important since it has
the possibility to carry with it its projects with an investment base with which it starts for a goal.

Each of the members of BISSU will have the right to participate in the profits resulting from the
liquidation, according to their participation quota, to purchase new shares, to be informed of the
decisions and to vote in the meetings.

COMPANY ORGANIZATION CHART

 MISSION

Product
Industry

With the highest aesthetic sense: to design, produce and market cosmetics with a wide
range of contemporary colors for feminine beauty, setting fashion paradigms and a
differentiating and innovative style.

To offer benefits of development and growth to our distributors by providing them with
high quality products, accessible prices, vanguard position in cosmetology, covering the
Mexican and Latin American markets.

market
Benefit
 VALUES

o -Respect for our customers and employees.

o -Pleasant place in which we can serve our customers.
o -Honesty respecting the prices of our products.
o -Dedication to the prosperity of our business.
 DESCRIPTION
OF THE SECTOR

GENERAL DATA OF THE SECTOR TO WHICH IT

BELONGS

o COSMETICS IN MEXICO
The Mexican cosmetics industry ranks third in cosmetics production, after the U.S. and
Brazil. In the domestic market, it contributes 0.7% of the manufacturing industry and 4.2%
of the chemical industry's GDP.

As time went by, 24 thousand direct jobs were generated, equivalent to 10.7% of the
chemical industry, in addition to indirect jobs that include vendors and distributors.

This industry works to create and improve personal care products that we use in the
bathroom, such as soaps and toothpastes, as well as perfumes, makeup, creams, etc. The
main inputs are chemicals, both organic and inorganic, animal fats and some minerals. The
production processes are varied, although most are characterized by the physical mixing of
different raw materials and packaging.

The main production plants are located in: Federal District, State of Mexico, Guanajuato,
Jalisco, Morelos, Nuevo Leon, Queretaro and Tamaulipas.

Mexico exports cosmetics to more than 100 countries around the world, mainly to the U.S.,
Canada and Mexico City. USA. and Latin America.
 o THE SKIN CARE INDUSTRY IN MEXICO

In the market there is a wide range of products dedicated to personal care and especially to
the aesthetics of women, one of the most important is makeup, since it will define the style
and personality of each woman.

Makeup is not only considered to be in charge of taking the shine off the complexion but
also of protecting it from the sun's rays and impurities contained in the air.

The cosmetics sector is an industry in constant growth and increasing demand. The
following statistics were provided by the National Chamber of the Perfumery, Cosmetics
and Toiletries Industry (CANIPEC), and provide specific data on cosmetics producers, their
geographic location, the jobs they generate, the amount of their investments in the country,
the size of their sales and the distribution of the market among the main producers.The
following statistics were provided by the National Chamber of the Perfumery, Cosmetics
and Toiletries Industry (CANIPEC), and provide specific data on cosmetics producers, their
geographic location, the jobs they generate, the amount of their investments in the country,
the size of their sales and the distribution of the market among the main producers.
According to the National Chamber of the Cosmetic Products Industry of Mexico
(CANIPEC), the current value of the cosmetics market nationwide is 9 billion dollars.
With a total of 67 companies that make up this sector, both national and international. The
strongest sales channel is department stores, with 31 percent.
According to a study by Euro Monitor International, the beauty and personal care industry
in Mexico has an annual growth of 11 percent that will remain constant until 2019. Thus,
the value of the cosmetics market at the national level could exceed 154 billion pesos.
The cosmetics industry has a great opportunity to transcend in the Mexican market, where
79.2 percent of the population uses skin care products.
The most recognized brands worldwide in this sector are: Johnson's, Gillette, L'Oreal,
Pantene and Nivea.
As for esthetics and beauty salons in Mexico, they could exceed 188 thousand units this
year, considering that during the period from 2009 to 2014 the sector grew at an annual rate
of 4.1 percent, according to data from the National Institute of Statistics and Geography
(INEGI).
In terms of gender, the industry is dominated by women,
since of the estimated 250,000 people working in this
activity, only two out of every 10 are men.
As for density, the national average is 13 esthetics per 10,000
inhabitants; however, there are some states where it is higher,
such as Morelos (18.6), Tlaxcala (18.2), Jalisco (18.0) and
Colima (17.9), which stand out in the ranking for having a
higher concentration.
 COMPETITIVE
ANALYSIS

SUPPLIERS
COMPANY LOGO PRODUCT

OLEOKIM
RECINO OIL

Vilher Companies EMULSIONANTS

Kathion Chemie de THICKENERS
Mexico

Watson Phillips
and Company EMOLIENTS

Deiman PEARL SENECIA

HYDROGENATED
OLEOKIM VEGETABLE OIL

PROVILAB GUANINA

PIGMNETOS
GOCASA

Alifarma
Bismuth oxychloride
RIVALRY BETWEEN COMPETITORS
From Mary Kay to Revlon to L'Oreal to Estée Lauder to Avon, cosmetics companies invest
millions of dollars each year in innovation and development to constantly launch new
products.

Every company has its own innovation success stories. Mary Kay, with the largest market
share in cosmetics sales in Mexico, joins sustainability: L'Oreal, with its brand Vichy,
works to make its products more environmentally friendly, making packaging with a higher
percentage of biodegradable and lighter weight. And Jafra, the cosmetics and skin care line
of Germany's Vorwerk, has modified its formulas so that its products are based on natural
raw materials, following the example of its flagship product, Royal Jelly, which contains
the same substance that feeds the queen bee in a honeycomb.

COMPANY % MEXICAN MARKET

 Mary Kay 18.40%

 L'Oreal 9%
 Estee Lauder 6.80
 Avon 6.60
 Vorwerk (JAFRA) 6.20

In Mexico, the sector has an estimated value of 154 billion pesos, according to the Chamber
of the Cosmetic Products Industry, and is growing at an annual rate of 11%. Therefore, in
an increasingly competitive context and in a highly pulverized sector, these companies that
were born from tradition - with recipes inspired by the rituals of the ancient Egyptians, such
as Jafra, or with the family advice of Estée Lauder, who launched a mask made with beaten
egg as her mother did - are betting on innovation to gain a larger share of the Mexican
market.

SUBSTITUTE PRODUCTS

The trend for natural cosmetic products is booming, as is the terror of parabens, silicones,
mineral oils, perfumes, colorants, PEGs and phthalates. With more and more information
available to consumers thanks to the internet and social media, many people are beginning
to question the origin of ingredients in cosmetic products and look for natural substitutes.
There are many pages and blogs that talk about this topic, including applications such as
'Ingred', which analyzes the compositions by taking a picture of the list of ingredients.
First and foremost, it should be emphasized that the products that reach the stores are
controlled, but it is also true that the long-term effects of some of their chemical ingredients
are sometimes unknown. In fact, the World Health Organization warned six years ago in
ajoint report with the United Nations that "many synthetic chemicals whose effects on the
hormone system have yet to be investigatedcould have significant health implications". On
the other hand, seemingly natural alternatives are not always so natural, and it should be
remembered that just because an ingredient is 100% natural does not mean that it has no
side effects. What is indisputable is that, for those who prefer to reduce their contact with
industrial chemicals, there are natural alternatives for virtually all cosmetic and beauty
needs.
Eye Contour
Vegetable oils can also be used as an eye contour. Some of the best for this area include
jojoba, argan, grape seed, castor and lavender. Castor oil is specifically for dark circles
under the eyes, as it helps to reduce inflammation. You can make a mixture for example of
grape seed oil, argan and lavender and apply a small amount with light touches from the
inner part of under the eye to the outer part and let it be absorbed.

Skin cleansing and make-up removal

For those who are looking for a natural
alternative to cleanse the skin and abandon the
typical gels, natural soaps are a good option, both
for the body and for the hands and face. These
soaps, especially when they are handmade,
usually contain caustic soda (sodium hydroxide)
in their ingredients. Many people are frightened of this ingredient but it should be noted
that it is no longer dangerous after the chemical reaction that takes place in the manufacture
of these soaps. Vegetable oils are often added to enrich the formula and moisturize the skin.
Of course, they do not create as much foam as bath gels due to their natural components,
but that does not mean that they do not clean. Of course, not all soaps labeled as 'natural'
are handmade, so it is advisable to check the ingredients.
Another option for cleansing and even removing makeup from the eyes and face is jojoba
oil. Gently removes traces of makeup and leaves the skin soft and moisturized. A few drops
can be poured on a cotton pad or towel and gently wipe over the area or apply the oil
beforehand with a light massage and remove it afterwards.
Moisturizing the lips
Some time ago theOCU warned about the danger of some lip balms that could be
dangerous because they contain petroleum derivatives that end up being ingested in a
certain percentage. The Consumer Organization recommended using natural alternatives for
greater safety.
Coconut oil, besides being a good natural hair mask, is also suitable for moisturizing the
lips. Another interesting option is shea butter, which has very moisturizing properties. Its
texture is hard but with rubbing it soon warms up and starts to be easier to apply (the same
happens with coconut oil), these products are also ideal for dry hands. There are also
handmade balms composed of beeswax and vegetable oils, for example. In addition, some
brands have organic cocoas with 100% natural ingredients.

PRODUCTS SUBSTITUTE PRODUCTS

Liquid eyeliner Permanent eyeliner

Eyebrow powder, eyebrow pencil Eyebrow micro pigmentation
and eyebrow filler nib

Lip tint, moisturizers, lip gloss.

Micro pigmentation for lips
ESMALTE 15 ML. $25.00
BLACK LIME $13.00
BOTANICAL ALMOND OIL $35.00
MINI BLENDER $15.00

LIP TINTALINE $48.00

MOISTURIZING LIPSTICK $21.00
MATTE LIPSTICK $30.00
RETRACTABLE LIP LINER $32.00
LIP GLOSS $32.00
MATTE INK $66.00

CONCEALER $25.00
SETTING POWDER $57.00
COMPACT MAKEUP $68.00
LIQUID MAKEUP $95.00
PROFESSIONAL TANNER $38.00
PROFESSIONAL BLUSH $38.00
GLITTER $15.00

BRUSH SET CASE $387.00

PROFESSIONAL BRUSH NO. 1 $175.50
PROFESSIONAL BRUSH NO. 2 $105.00
PROFESSIONAL BRUSH NO. 3 $79.50
PROFESSIONAL BRUSH NO. 4 $108.00
PROFESSIONAL BRUSH NO. 5 $342.00
 TINTALINE FOR EYES $48.00
BRAND PRODUCTS AND MARKET PRICES
 COMPETITIVE PROFILE MATRIX
SUCCESS BISSU MARY KAY L'OREAL PARIS ESTEE LAUDER AVON JAFRA
FACTORS Weighting Rating Score Rating Score Rating Score Rating Score Rating Score Rating Score
QUALITY OF THE
MAKEUP
PRODUCT 0.20 2 0.40 4 0.80 4 0.80 4 0.80 2 0.40 3 0.60
PRODUCT
DISTRIBUTION 0.15 2 0.30 4 0.60 2 0.30 3 0.45 4 0.60 4 0.60
LOW PRICES
0.10 4 0.40 1 0.10 2 0.20 1 0.10 4 0.40 3 0.30
INNOVATION AND
NEW PRODUCT
DEVELOPMENT 0.10 2 0.20 4 0.40 4 0.40 4 0.40 2 0.20 2 0.20
EFFECTIVE
ADVERTISING 0.10 2 0.20 3 0.30 3 0.30 1 0.10 4 0.40 2 0.20
EXPERIENCE IN
THE COSMETICS
MARKET 0.15 1 0.15 2 0.30 4 0.60 3 0.45 2 0.30 3 0.45
COSMETICS
PRODUCT LINES 0.20 4 0.80 4 0.80 4 0.80 4 0.80 4 0.80 4 0.80
TOTAL 1.00 2.45 3.30 3.40 3.10 3.10 3.15
Interpretation

In Mexico, the three main competitors of Bissu S.A. de C.V. are L'Oreal Paris in
first place, followed by Mary Kay and finally Jafra, since these cosmetics companies
have better quality, innovation and advertising than Bissu.
According to the evaluation of the Competitive Profile Matrix it was determined that
L'Oreal Paris is our main competitor with a total score of 3.40 points whose main
strengths are product quality and cosmetics product line with a score of 0.80 market
experience with a score of 0.60 and innovation and new product development with a
score of 0.40. Its weaknesses are low prices with 0.20 points.

The second competitor was identified in the competitive profile matrix as Mary Kay
with a total score of 3.30 whose main strengths are product quality and cosmetic
product line with a score of 0.80, product distribution with 0.60 and innovation and
new product development with a score of 0.40. Identifying their weaknesses which
are low prices with the score of 0.10.

The third competitor identified is Jafra with a total score of 3.15 identifying its
strengths which are cosmetics product lines with a score of 0.80, makeup product
quality and product distribution with a score of 0.60 and experience in the cosmetics
market with a score of 0.45 its main threats are innovation and new product
development and effective advertising with a score of 0.20.
 Work plan

SALES FORECAST
(X) Y
PERIOD XY X2 YP
SALES
JANUARY 1 $1,100,000.00 $1,100,000.00 1
FEBRUARY 2 $1,111,000.00 $2,222,000.00 4
MARCH 3 $1,000,066.00 $3,000,198.00 9
APRIL 4 $1,002,311.00 $4,009,244.00 16
MAY 5 $1,502,000.00 $7,510,000.00 25
JUNE 6 $1,000,002.00 $6,000,012.00 36
JULY 7 $1,052,004.00 $7,364,028.00 49
SUMA 28 $7,767,383.00 $31,205,482.00 140
 BISSU
1600000

1400000

1200000

1000000
VENTAS

800000
$1,502,000.00
600000
$1,100,000.00$1,111,000.00
$1,000,066.00$1,002,311.00 $1,000,002.00$1,052,004.00
400000

200000

0 1 2 3 4 5 6 7
ENERO FEBRERO MARZO ABRIL MAYO JUNIO JULIO

PERIODO

(X)= 28

Y= 7767383

XY=31205482

X2=140

X)=28/7= 4

Y]= 7767383/7=1109626.14
B1= 31205482-28(7767383)/7

140-(28x28)/7

B1=31205482-31069532

140-112

B1=135950

28

B1= 4855.36

B0=1109626.14-4855.35714 (4)

B0=1109626.14-19421.4286

B0=1090204.71

YP=

1090204.71+4855.36 (1)= 1095060.07

1090204.71+4855.36 (2)= 1099915.43

1090204.71+4855.36 (3)= 1104770.79

1090204.71+4855.36 (4)= 1109626.15

1090204.71+4855.36 (5)= 1114481.51

1090204.71+4855.36 (6)= 1119336.87

1090204.71+4855.36 (7)= 1124192.23

YP=1090204.71+4855.36 (8)= 1129047.59

 (X) Y
PERIOD XY X2 YP
SALES
JANUARY 1 $1,100,000.00 $1,100,000.00 1 $1,095,060.07

FEBRUARY 2 $1,111,000.00 $2,222,000.00 4 $1,099,915.43

MARCH 3 $1,000,066.00 $3,000,198.00 9 $1,104,770.79

APRIL 4 $1,002,311.00 $4,009,244.00 16 $1,109,626.15
MAY 5 $1,502,000.00 $7,510,000.00 25 $1,114,481.51
JUNE 6 $1,000,002.00 $6,000,012.00 36 $1,119,336.87
JULY 7 $1,052,004.00 $7,364,028.00 49 $1,124,192.23
SUMA 28 $7,767,383.00 $31,205,482.00 140

AUGUST FORECAST $1,129,047.59

OBJECTIVES

SHORT TERM:

 Reach the sales forecast for the month of August according to

our forecast.

LONG TERM:

 SWOT MATRIX

STRENGTHS WEAKNESSES

 Low market prices  Short-staffed

 Wide and innovative assortment
 Positive customer perception
 Natural ingredients
 Proximity to suppliers
 Product quality
 Little publicity
 Lack of confidence in the product
due to poor product knowledge
 Low sales profit

OPPORTUNITIES THREATS

 Positive stance on other products  Worldwide technology change

 Unexplored market niches
 Possibility of export
 Acquisition of new technologies
 Marketing capabilities
 Socioeconomic change
 Fluctuating raw material prices
 High competition of the same
products
 Change of government

OBJECTIVE OF THE FODA

The SWOT analysis allows us to know where the company stands by analyzing its internal
characteristics (strengths and weaknesses) and its external characteristics (opportunities and
threats).

It allows us to identify your strengths according to the situation you are in.
 TABLE OF INTERNAL AND EXTERNAL FACTORS

EXTERNAL FACTORS Weighting Rating TOTAL

Positive stance on other products 0.15 4 0.60
2. Worldwide technology change 0.09 3 0.27
3. Unexplored market niches 0.20 4 0.80
4. Possibility of exporting 0.10 2 0.20
5. Acquisition of new technologies 0.07 3 0.21
6. Marketing capacity 0.05 2 0.10
7. Socioeconomic change 0.08 3 0.24
8. Fluctuating raw material prices 0.09 4 0.36
9. High competition of the same products 0.07 2 0.14
10. Change of government 0.10 2 0.20
TOTAL 1 29 3.12
INTERNAL FACTORS
Low market prices 0.18 3 0.54
2. Wide and innovative assortment 0.05 3 0.15
3. Positive customer perception 0.10 4 0.40
4. Natural ingredients 0.09 2 0.18
5. Understaffed 0.07 3 0.21
6. Little publicity 0.10 1 0.10
7. Mistrust of the product due to poor product
0.10 2 0.20
knowledge
8. Low sales profit 0.15
 3 0.45
9. Proximity to suppliers 0.07 2 0.14
10. Product quality 0.09 4 0.36
TOTAL 1 27 2.73
 STRATEGY TABLE

OPPORTUNITIES THREATS

Unexplored market

technology change
Acquisition of new

Positive posture

Fluctuating raw
towards others

Socioeconomic
material prices
technologies

Worldwide
IMPROVEMENT OF THE

products

change
niches
COMPETITIVENESS OF: "BISSÙ" MAKE-UP

O1 O2 O3 A1 A2 A3
STRENGTHS

Positive customer perception F1 F1-O1 F1-O2 F1-O3 F1-A1 - -

Low market prices F2 F2-O1 - - - - F2-A3

Product quality F3 F3-O1 - F3-O3 - - F3-A3

WEAKNESSES

Short-staffed D1 D1-O1 - - - D1-A2 -

Low sales profit D2 D2-O1 - - - - -

Lack of confidence in the product due to poor

D3 D3-O1 D3-O2 - - - -
product knowledge
 SHARE TABLE

COMBINATIONS OF INTERNAL AND EXTERNAL FACTORS THROUGH

THE SWOT MATRIX
FO Strategy Shares
By being able to acquire new technologies, To achieve state-of-the-art and
F1-O1 our perception with customers will have a advanced technology in the
better impact that will help us to increase cosmetics sector.
sales.
1. Start looking for market
niches to expand.
Increase consumers by seeking unexplored 2. Conduct a study of cosmetics
F1-O2 market niches by building on our good consumers to see where we can
reputation. improve.
3. Taking care of the brand's
reputation.
The perception we have of our customers 1. Conduct a study of the
will help us to ensure that the products we competition.
F1-O3 offer can compete in improving quality 2. Improve the quality of
and purchasing power against the various products to have a good
products of other brands. reputation with customers.
1. Evaluate production
processes in order to acquire
F2-O1 Reduce production costs by acquiring new technology.
better and new technologies. 2. Evaluate the machinery we
have to see what we need to
improve.
1. Evaluate the ISO 9000
standard to improve product
Improve product quality with new and quality.
F3-O1 sustainable machinery. 2. Check that the machinery to
be acquired is sustainable.
With the quality of our products compete To ensure that the quality of our
F3-O3 with other brands and have a better products is competitive with
positioning in the market. other cosmetic brands.
FA
The irregularity of high raw material prices Maintain a constant inventory
will not affect the product for its good in order to have a stable supply
F1-A1 image as its makeup sales will remain the of raw materials.
same.
Take advantage of new technology coming
out worldwide to reduce costs and sell our
products at a lower price.
 Conduct a constant study of
F2-A3 new cosmetic machinery and
review whether Bissu can
acquire it.
Benefit from new technology to ensure Re-evaluate the quality
quality products. procedures for each of the
F3-A3 products and see where
improvements can be made.
DO
When acquiring new technologies, we will 1. Conduct ongoing training.
support our personnel by providing them 2. Train personnel on the use of
D1-O1 with the best possible training. new machinery.
1. Examine the company's
With the acquisition of new technologies profits to see how we can
we will be able to increase the sales of our increase them by generating
D2-O1 products in order to improve the profits of strategies.
the organization. 2. To engineer new product
lines with the new technologies
acquired.
1. To carry out advertising
campaigns to publicize the
D3-O1 By having better technology we will offer product.
higher quality products so that the public 2. Start making exhibitions of
will have a better understanding of them. the products in everyday places
to make them known to
consumers.
D3-O2 Execute market research to see
With the opportunity to have new market where we can begin to
niches to provide better brand and product publicize the product.
recognition.
DA
1. Conduct socio-economic
studies of each of the
D1-A2 employees to see if we can help
Train personnel to generate a them to improve it.
socioeconomic change in each one of our 2. Let our customers know that
collaborators. they are important to the
organization and that we care
about them.
 FODA MATHEMATICAL TABLE
OPPORTUNITIES TOTAL THREATS TOTAL

Unexplored market

technology change
Acquisition of new

Positive posture

Fluctuating raw
towards others

Socioeconomic
material prices
technologies
IMPROVEMENT OF THE

Worldwide
products

change
COMPETITIVENESS OF: "BISSÙ" MAKE-

niches
UP

O1 O2 O3 A1 A2 A3
STRENGTHS

Positive customer perception F1 4 4 3 2 0 0

Low market prices F2 3 0 0 0 0 3

Product quality F3 4 0 2 0 0 2

SUMA 11 4 5 20 2 0 5 7 27
WEAKNESSES

Short-staffed D1 4 0 0 0 3 0

Low sales profit D2 3 0 0 0 0 0

Lack of confidence in the product due

D3 4 3 0 0 0 0
to poor product knowledge
SUMA 11 3 0 14 0 3 17
0 3
44
 FO FA
45.45 15.91
20 X 100 =
% 7 X 100 = %
44 44

DO DA
31.82 6.82
X 100 = X 100 =
14 % 3 %
44 44

50

45

40

35

30

25

20

15

10

0
FO DO FA DA

According to the mathematical SWOT, the DA combination has the lowest score of 6.82%,
which indicates that the strategies proposed will not work, so the strategies and actions will
have to be reviewed and verified again.

VISION
At Bissú we intend to continue extending and refining our product line, positioning the
Bissú brand in an increasingly competitive market, consolidating it as one of the most
innovative and modern cosmetic lines.
To offer our customers and users the most innovative and revolutionary products on the
market, without sacrificing high quality standards in order to care for the health of the skin.

Some strategies that we will follow to achieve this are to acquire new technologies, our
perception with customers will have a better impact that will help us to increase sales.
Increase consumers by seeking unexplored market niches by building on our good
reputation.

Reduce production costs by acquiring better and new technologies.

Improve product quality with new and sustainable machinery.

With the quality of our products we can compete with other brands and have a better
positioning in the market.

PHILOSOPHY
An extreme respect for human beings and our environment, which is why all the work of
Bissú's personnel is carried out in an environment of good treatment, teamwork and
responsibility. We take great care with nature, the environment and, of course, with the skin
of those who place their trust in us by applying Bissú products to the most delicate parts of
their being: their skin, their eyes, their lips, their nails.
 BCG MATRIX

PROPORTION PROPORTION RELATIVE

GROWTH
PRODUCT SALES 2017 OF BUSINESS SALES 2018 OF BUSINESS MARKET
RATE
PORTFOLIO PORTFOLIO SHARE

CORRECTOR 54,600 12.79 57,330 12.99 5.00 0.59

RUBORES 92,070 21.57 94,187 21.34 2.30 0.97
LIPSTICK 86,520 20.27 89,115 20.19 3.00 0.92
MAKEUP 36,000 8.44 37,800 8.56 5.00 0.39
ESMALTES 93,600 21.93 97,344 22.06 4.00 1.03
SHADOWS 63,960 14.99 65,559 14.85 2.50 0.67
426,750 100 441,335 100 21.80 4.57
3.63 0.76

7.00
Growth rate
5.00

4.00

3.63
3.00
2.30
2.50

0
1.05 1.03 0.97 0.92 0.76 0.67 0.59 0.39 0
Market attractiveness
According to the BCG matrix, the products are identified as follows:

Concealer and make-up in the questionable quadrant because it covers a relatively small
part of the market for these products, strategies will have to be adopted to penetrate the
market more, with more investment in quality and more eye-catching presentation.

Enamels are placed in the star quadrant developing a strategy of forward integration,
continuing to invest in structure for its development;

Blushers and lipsticks in the vacant quadrant as these products will have to consider
strategies to continue to increase the consumption of these products in the market without
having to invest so much but offering the same quality and

In the dog quadrant we find the shadows, where the product will continue to be improved
by taking advantage of existing technology and resources, taking advantage of the
experience in the market to increase its publicity and become a cow product.
 3X3 MATRIX

CORRECTOR RUBORES LIPSTICK MAKEUP ESMALTES SHADOWS

Market attractiveness
Weighting rating total rating total rating total rating total rating total rating total
Pricing 0.3 4 1.2 5 1.5 4 1.2 4 1.2 5 1.5 4 1.2
2. Product differentiation 0.3 3 0.9 2 0.6 4 1.2 3 0.9 4 1.2 3 0.9
3. Diversity in the market 0.2 1 0.2 4 0.8 3 0.6 4 0.8 5 1 4 0.8
4. High competition 0.2 3 0.6 5 1 2 0.4 2 0.4 3 0.6 4 0.8
TOTAL 1 2.9 3.9 3.4 3.3 4.3 3.7
Market positioning
Market share 0.3 3 0.9 4 1.2 3 0.9 3 0.9 5 1.5 4 1.2
2. Product quality 0.4 3 1.2 4 1.6 3 1.2 4 1.6 4 1.6 4 1.6
3. High financial capacity 0.1 2 0.2 3 0.3 3 0.3 4 0.4 4 0.4 3 0.3
4. Distribution channels 0.2 2 0.4 2 0.4 3 0.6 3 0.6 4 0.8 3 0.6
TOTAL 1 2.7 3.5 3 3.5 4.3 3.7
 High Medium Under
5 INVESTMENT AND INVESTMENT AND OPPORTUNISTIC
4.3
GROWTH EFFORT SELECTIVE GROWTH SELECTION

3.7 INVESTMENT AND

3.5 SELECTIVE GROWTH SELECTIVE HARVESTING WITH
INVISIBLE TACTICS
3.0
PROTECTIVE HARVESTING WITH DIVEST QUICKLY
2.7
SELECTION INVISIBLE TACTICS
1
5 4.3 3.9 3.7 3.4 3.3 2.9 1
MARKET ATTRACTIVENESS

According to the evaluation of the Bissu brand products, it was determined that through the
3x3 matrix, the product in quadrant 1 is the enamels that have taken advantage of its
development strategies in the market and the ability to acquire new technology to continue
increasing in the market in which it operates.
The products shadows, makeup and blushes are in quadrant V because they have not been
adequately developed in the market, so it is advisable to search for new markets that do not
have a high investment risk.

Lipsticks located in an average of quadrant 8 and 5 will have to be withdrawn from the
market or look for new markets in order to have a greater development of them and not
disappear completely from the market.

And finally we place the corrector product located in quadrant IX taking as a strategy to
remove the product to avoid losses.

PEYEA Matrix

Internal dimensions
Financial strength (FF)

By ensuring high-level financial performance, bissú's financial control and management

teams make an essential contribution to the Group's development. Its objective is to
promote bissú's growth by observing the rules, protecting the Group's assets and providing
advice on how to make the best possible use of economic resources.
More than 2,000 employees in the country work in the management control, accounts, tax,
cash flow, treasury and internal audit departments. They have access to a wide range of
positions and work hand in hand with the General Management as a high value-added
consulting business partner. They tackle day-to-day problems while developing long-term
strategies to ensure the best results. Financial and management control are core functions:
the teams work in direct contact with the business units, as they need accurate information
to make appropriate forecasts and recommendations.

Competitive advantage (VC)

In Mexico, the three main competitors of Bissu S.A. de C.V. are L'Oreal Paris in first place,
followed by Mary Kay and Jafra, since these cosmetics companies have better quality,
innovation and advertising than Bissu.
Bissú has strength but still needs more to reach the competitive level of these great
cosmetics companies.

External dimensions

Environmental stability (EA)

An extreme respect for human beings and our environment, which is why all the work of
Bissú's personnel is carried out in an environment of good treatment, teamwork and
responsibility.

We take great care with nature, the environment and, of course, with the skin of those who
place their trust in us by applying Bissú products to the most delicate parts of their being:
their skin, their eyes, their lips, their nails.
Bissú has a good working environment because when making products they must take the
utmost care when creating cosmetics.

Industry strength (FI)

The cosmetics sector is an industry in constant growth and increasing demand. The
following statistics were provided by the National Chamber of the Perfumery, Cosmetics
and Toiletries Industry (CANIPEC), and provide specific data on cosmetics producers, their
geographic location, the jobs they generate, the amount of their investments in the country,
the size of their sales and the distribution of the market among the main producers.The
following statistics were provided by the National Chamber of the Perfumery, Cosmetics
and Toiletries Industry (CANIPEC), and provide specific data on cosmetics producers, their
geographic location, the jobs they generate, the amount of their investments in the country,
the size of their sales and the distribution of the market among the main producers.

The cosmetics industry has a great opportunity to transcend in the Mexican market, where
79.2 percent of the population uses skin care products.

Internal strategic position External strategic position

Financial strength Environmental stability

Leverage Technological changes

Return on investment Inflation rate
Liquidity Demand variability
Working capital Barriers to market entry
Cash flow Competitive pressure
Ease of exiting the market Elasticity of demand
Implicit business risks Product price scale
Competitors

Competitive advantage Industry strength

Market share Growth potential

Product quality Profit potential
Product life cycle Financial stability
Customer loyalty Technological knowledge
Use of competitive capacity
 Control over suppliers and distributors Resource utilization
Capital intensity
Ease of market entry
productivity

The four quadrants of this matrix indicate whether an Aggressive, Conservative,

Defensive or Competitive strategy is the most appropriate for a given organization.

Financial Strength (FF)

Market share 1 2 3 4 5 6
High financial capacity 1 2 3 4 5 6
Good product distribution 1 2 3 4 5 6
Implementation of new 1 2 3 4 5 6
technology
Return on investment 1 2 3 4 5 6
Sum 21
Competitive advantage (VC)
Positive customer perception -1 -2 -3 -4 -5 -6
Low market prices -1 -2 -3 -4 -5 -6
Product quality -1 -2 -3 -4 -5 -6
Marketing capabilities -1 -2 -3 -4 -5 -6
Market experience -1 -2 -3 -4 -5 -6
Sum -16

Environmental stability(EA)
Competitive pressure -1 -2 -3 -4 -5 -6
Technological changes -1 -2 -3 -4 -5 -6
Socioeconomic change -1 -2 -3 -4 -5 -6
Product distrust -1 -2 -3 -4 -5 -6
Competitors -1 -2 -3 -4 -5 -6
Sum -18
Industry strength(FI)
Ease of market entry 1 2 3 4 5 6
Product quality 1 2 3 4 5 6
low prices 1 2 3 4 5 6
effective advertising 1 2 3 4 5 6
experience in the cosmetics 1 2 3 4 5 6
market
Sum 22
 AXIS (X) AXIS (Y)

(V C) (F I) (F F) (E A)

-16 22 -18 21

VC= -16/5= -3.2 FF= -18/5= -3.6

FI= 22/5= 4.4 EA= 21/5= 4.2

X=-3.2+(4.4)= 1.2 Y=-3.6+(4.2)= 0.2

X=-3.2+(4.4)= 1.2 Y=-3.6+(4.2)= 0.2

 Interpretation:

Bissú is using the strength it has within its own company to take advantage of the
opportunities that exist in the market to overcome its competitors at a national level, since they
are companies that are truly recognized worldwide and thus avoid the loss of profits in the market.

The organization must develop strategies that are more appealing to customers and
attract attention with its own products and develop within the market by developing its product as
well.

CONCLUSION

In conclusion, we can say in general that this "Work Plan" of the Bissu
company helped us to develop the topics covered in class.
We understood the importance of the Sales Forecast, matrices and
tables, which are:

 SWOT Matrix
 Table of Internal and External Factors
 Table of Strategies
 Mathematical Table
 BCG Matrix
 3X3 Matrix
 PEYEA Matrix
Since each of these allows us to analyze each factor involved in the
company to achieve the objectives set by means of strategies that are
developed according to this "Plan".

It is also important to mention that each matrix and table has a certain
dependency on each other according to the order of the "Work Plan" in
order to be carried out.