GLOBAL MARKETING AND SALES DEVELOPMENT

INTRODUCTION

The SME product that is taken for the study to analyse the Peru’s product’s strategy is fast

food sector. In both Peruvian and private sectors, a change in culture and understanding needs

to take place. The country will need stakeholders to take the new monitoring system as a

possibility for boosting its fast-food industry. In China there are more fast-food restaurants in

North America, which is not so much a shocker as any other developing market. The largest

concentration of foodstuffs in the world is surprising: Peru. It is worth noting that hungry

Peruvians are only 1,1 km on average to find a fast-food joint based on data compiled by

Bloomberg, as it is a nation so popular for their cuisine that it exports its own restaurants to

other nations. In Peruvian cuisine, local businessmen also rely on international interests for

the production of new fast-food concepts. According to the Chamber, Peruvian outlets grew

its sales 26% last year, compared to 15% for international labels. According to the statistics

department, the entire restaurant industry expanded 9.4 percent last year.

PESTLE ANALYSIS OF PERU

Peru, with its capital Lima, is the third biggest and fourth most populous country in South

America. Peru is a country with desserts, lovely hills and massive woods (after Brazil,

Colombia and Argentina). The coast, countryside and forest are typically divided into three

natural regions. Peru had a deadline of 31 October 1945 for UN membership. Peru has been

one of the most stable and rapidly increasing Latin American countries in the last decade. The

service industry dominates Peru's economy, accounting for roughly 50%, accompanied by the

manufacturing sector, which accounted for 45% of total GDP in 2016 (Zunino, 2020). 11.9%

of GDP is contributed by the mining and energy industries. The mining sector has gained

great importance to the high economic growth rates of Peru. Peru is currently a world leader
in gold, copper, zinc and lead production. Peru has "2016-2021 vision" which focuses on

infrastructure development, a modern and sustainable mining industry, enhanced education

and health services, bribery reduction, the skilled security and the judicial industry. A variety

of initiatives will be launched by the Peruvian government to further improve the

transportation, education and health industries.

POLITICAL CONDITIONS IN PERU

Latin American Affairs has brought about the political conditions of the Peru country in his

work “Peru in Brief: Political and Economic Conditions and Relations with the United

States” that, Humala vowed to preserve free market capitalism in his first address as

President, while also seeking to reduce the widespread economic spread and eradicate the

social isolation of Peru's largely indigenous communities (Jaquette, 2018). He repeated this

devotion during his first year of office at the Peruvian Congress. Recognizing his

administration has not fulfilled all its commitments, Humala has said that it aims to halve

Peru's deprivation from 30% to 15% by the end of its 2016 term (trade.gov, 2020). By late

2012, the rate of poverty had fallen to 26% of the population, around a year and a half after

Humala's term. Peru is known as one of Latin America's increasingly attractive countries for

investment and industry with an annual GDP growth rate of nearly 6% over the 2000s, low

growth, rising job levels as well as substantial poverty reductions.

ECONOMIC CONDITIONS IN PERU

The Peruvian rate of economic freedom is 69.9, its economy being fifty first open on the

2020 Chart. Its overall score has improved by 0.1 point, as ratings for financial liberty and

identity of trade have marginally increased. Peru ranks eight out of 32 countries of the world,

with a ranking well in excess of the world and regional averages. For more than a decade, the
Peruvian economy has been at the top of the relatively open group. The rise in GDP has been

strong in the past five years.

SOCIAL CONDITIONS IN PERU

Peru is organised into three grades.

* The ruling elite is a minority and is mostly found in Lima, consisting of about 3% of the

overall population.

* The working class is made up of employees and professionals who rely on salaries and

employment. They make up 60% of the nation

* the lower class consists of professionals, the rural population and the country's farmers

TECHNOLOGICAL CONDITIONS IN PERU

Peru has more than 18 competent science and technology companies and 15 scientific and

technical research institutions. In Peru, long-haul rail, coaches and motorcycle taxis are

popular. With the Galera summit tunnel at Mount Meiggis 4,783 feet above sea level and

Galera station 4,777 feet above sea level, Peru is the world's second highest railway

(heritage.org, 2020).

LEGAL ASPECTS OF PERU

The regulatory body in Peru is primarily involved in taxation issues related to tax on wages,

value added income and economic security system collection. Peru's regular VAT is 18%.

Peru, especially in Lima, has a high level of crime. And, regrettably, there is slowly growing

aggression, including attack and armed robbery.

ENVIRONMENTAL CONDITIONS IN PERU

After Brazil and the Democratic Republic of the Congo, Peru has the largest tropical

rainforest in the world. These forests are among the wealthiest in the world in terms of

natural and biodiversity. Peru also has a rich content of copper, silver, plum, zinc, gold and

oil (Jaquette, 2018).

In a detailed research study, "PESTLE Analysis of Peru 2017," on the political economic,

social, technical, law and environmental conditions of Peru. This study offers a past, current

and future overview of Peru's economy. Also included in the study are the analysis of SWOT,

the situation and the risk analysis of Peru. The study also contains the economic growth

forecast for Peru by 2022. The study documents numerous factors and problems which have

an impact on development choices in the environment. Peru's economy is a politically stable

nation with a democratic government in its presidential structure. Peru has ports stretching to

Asia and North America as a regional centre. The country is facing problems such as high

bribery, very low R&D expenditure, and a decrease in R & D expenditure behind United

states, European and ROW nations. The Government of Peru aims at growing investments in

major projects, including the development of highways, commercial and industrial centres

and hospitals. This investment would stimulate the country's economic growth.

In the "PESTLE Analysis of Peru 2017" there are several aspects: The main industries in

Peru and its contribution to GDP Savings patterns, savings and demand Analysis of business

growth, social, technical, environmental and legal situations, and also their patterns and

forecasts for macroeconomic indicators which are helpful for creating significant decisions

on investment. The valuables knowledge, perspectives and methods to find new opportunities

for growth and successfully operate your company in this market. This report saves hundreds

of hours of personal research and will help to substantially in the expansion of the business.
You need all the advantages in today's rigorous economy. Timely, useful information is

required to make sales, investment and key choices. This report satisfies this central need and

is an invaluable guideline for the global suppliers of products, producers, investors,

managers, distributors, etc.

SMALL MEDIUM ENTERPRISES IN PERU

Small and medium-sized companies (SMEs) are very large business entities providing

products and/or services. It is limited if we consider it individually; but it constitutes a major

economic force collectively. As an enterprise management entity, SMEs are an important

factor to influence Peruvians' business operations. Law No. 27.628 (2000) describes small

and micro business as "companies that operate in any context of business administration that

engages in asset and services manufacturing, extraction, transformation and marketing."

Under this rule, a micro-enterprise may not hire more than 10 persons and its overall sales

may not exceed 100 tax units. A small company should not have more than 40 employees and

should have revenue of less than 200 tax units (Murphy, 2000).

SMEs appears to be non-banking in general financial sector organisations such as regional

and rural lending agencies, local microfinance agencies (also referred to as Small and Micro

Enterprise Development Agency EDPYMES) and cooperatives. There are also numerous

NGOs that play an important role in financing the company of micro-entities.

Although management practises are likely to represent in large companies in Peru. In general,

Peruvian management practises will vary due to considerable differences between companies

and industries (Parnell, 2008). The domestic market has motivated and led SMEs to see their

goods spreading abroad. As a result, these businesses are more and more concerned not only

with how to develop a good domestic partnership, but also how to "internationalise." In an

increasing number of malls and new shopping areas Peruvians spend now more time
shopping and dining, and fast-food demand is ongoing. According to the Peruvian Chamber

of Franchises, this business grew 15% last year. U.K. chains, including KFC, McDonald's

Corp. and Burger King Worldwide Inc. have since moved to Peru, Lima, outside its capital,

in the 80's and 90's.

PERU’S COMPETITIVE STRATEGY

Hotz (2019) conducted a case study on the branding exercise and came out with some

strategies that are of competitive landscape and this can be applied for the wooden products

of the Peru country. To achieve the country's brand project and fulfil the new mandate, the

author has developed a plan to grow this brand in a smoothing way, taking into account each

brand's objectives. Sector, calendar, expenditures, stakeholders, potential providers and

competition actions.

Initially, a three-way approach required strategy design:

 Information on country branding and marketing theory and country brands in general;

 Specialist organisations contacting and

 Research, assessment and study of other nations in their search for a nation brand

beginning with the neighbouring countries of Perú (Colombia, Brazil and Chile), then

heading into a rivalry (India and Mexico) and finally analysing brand leaders of other

countries (Australia and Canada).

After the aforementioned, many players were interested in the definition of a country product

and that it was seldom done successfully. Lima (2017) should include the branding of

countries in tourism, export, human rights, government, culture and heritage, development

and migration.
Peru needs to be seen as an enticing place where societies, weather, flavours, produce, places

and so on are very diverse and varied. It must also be treated as a destination for specialists

because all of this loose collection of elements includes some history, mythology and ancient

information that is to some degree, part of Peruvian identity. Finally, a captivating destination

should be seen as a link to the effect or outcome created by anyone nearby Peru.

In the categories which are the strengths of the latter, India and Peru compete against one

another and the principal partnerships in Mexico are different while they are considered one

of Peru's competitors because of its offers. There are no excellent connections in Chile and

Colombia. No country studied is a leading country, but Mexico leads in decision/visitation

and advocacy. In terms of choice and concern. One other thing to note is that Mexico is

favoured on the huge US market.

FAST-FOOD INDUSTRY IN PERU

Fast food restaurants offered numerous incentives to push traffic to outlets and help

customers try new products once – usually costly and premium products. Social networks

have positioned themselves as a good means of delivering advertising information to

Peruvians and of direct communication with customers – interaction with fast-food

restaurants have grown, orders have been placed and constructive and adverse messages

exchanged. Examples of new trends were Peruvian fast food and Asian processed food;

targeted customers seeking home-made and quality ingredients, quick delivery and effective

marketing. This latest trend was an alternative to the classic consumer-friendly chicken,

burger or pizza. The rising middle class in Peru and the construction of new malls have

helped fast food restaurants expand. Despite the political difficulties and corruption problems

with a large local contracting firm, malls continued to expand in 2017, which caused

confusion and brought several projects to an end.

INTERNATIONALIZATION

Internationalization may be characterised as a strategy by which a firm extends the sales of its

products or services across boundaries in various physical regions or markets of the

international countries and regions (Hitt, Tihanyi, Miller, & Connelly, 2006, p. 251). The

literature proposes to force, respond and pull constructive drivers two styles of drivers for

internationalisation: (Evans, Bridson, Byrom, & Medway, 2008). First, some have been

discussed in this paper, push/reaction problems which are important to the context of the

Peruvian SME. These factors are connected to adverse internal market conditions such as a

saturated market, comparatively low growth and improved competitiveness. Secondly, the

pull/proactive factors are linked to environmental opportunities like lucrative markets, future

markets awareness and unsatisfied demand.

The intention of owners to internationalise depends on their convictions and their

understanding of the opportunities, threats and obstacles involved (Jaffe & Pasternak, 1994).

Furthermore, because of the small economic and administrative importance, the Foreign

markets are a challenge and danger for SMEs (Chetty & Campbell-Hunt, 2003; Johanson &

Wiedersheim, 1975). Most notably, the United States, Canada, Singapore and China, have

concluded free trade deals with major markets. These trade treaties give Peruvian small and

medium-sized companies greater opportunities in terms of internationalisation.

COMPETITIVE LANDSCAPE OF FAST-FOOD INDUSTRY IN PERU

In order to ensure product quality, customers had become more aware of nutrition and

increased demand for healthier foods and ethical guidelines; fast casual restaurants reacted

well to this trend. Owing to issues with the sanitation officials, several fast-food restaurants

had to close stores, which was a concern for the reputation of fast food. Hamburgers and
pizzas kept leading the group of chicken fast food. Pizza and Latin America were the

categories with the highest rise.

WIMPY FAST-FOOD COMPANY AND ITS INTERNATIONAL STRATEGY IN

PERU

The Wimpy Restaurants Group is a major organisation, owned or operated by more than 180

corporations or branches. It runs a big independent chain restaurant in the United Kingdom.

Called after a hamburger-loved character in Popeye Comics and Animations, the fast-food

restaurant offers a variety of burgers, chicken, fish and other sandwiches, such as bean

burgers from vegetarians. There is also breakfast and a variety of dessert menus available in

restaurants. Founded in 1954, South African franchisee Popular Brands acquired the

Company in 2007.

In its methods, Wimpy fosters constant creativity and highlights both its vision and its

mission. His goal is to become renowned both nationally and globally for quality and

creativity in all its products. It aims to produce quality goods for customers by continuous

improvements, developments and manufacturing changes. Its social obligation also includes

quality and balanced food supplies to the consumer.

MARKETING AND PRICING STRATEGY OF WIMPY

Wimpy is one of the world's leading grocery chain brands. As part of its product line, it

provides a wide range of foodstuffs. Classic burgers, burgers shop, huge fat burgers are the

best Wimpy has to offer. Grill items such as steaks, fried hake and grilled mixed items were

offered as well. With various variations of pancakes, mushrooms, saucers and omelettes,

Wimpy provides excellent breakfast. Sandwiches and salads are also offered on top of these

wraps. Some sweets are made from muffins, three-cooked chocolate cake, waffles, banana
ship and banana chocolate waffles. Wimpy offers several styles of sweets. Chai tea latte, hot

chocolate, filtered coffee, americano, cappuccino, latte coffee, espresso, coke Fanta creme

soda, strawberry and mint, tropical pina colada slush, classic snack shakes, bar-one-gourmet

t-shakes, peanut-toffee-gastronomical shake, milky berry-gourmet blended bar, are among the

beverages on the menu. Wimpy primarily concentrates on fair prices as foods and snacks are

close to several other products of the food chain. Depending on consumer preference, all

products sold by Wimpy are price differentially. The product price is between 21.9 dollars

and 149.9 dollars.

A higher-priced quality commodity reveals its opportunism and risk-taking tendency to

internationalise Wimpy. Its reason for overseas growth and its domestic economy is solely

constructive and basically ignoring (Whitelock, 2002). Wimpy’s attitudes to

internationalisation are reactive and constructive. On the one hand, saturated market

conditions and low demand for fast-food have reactively pushed managers into

internationalisation. On the other hand, internationalisation is motivated proactively by the

appeal of rising world food demand, the low stocks of ingredients, and the negotiation of

trade treaties with developed countries. Wimpy is still not committed to new markets, but

respondents pointed out that good ties with brokers would be important. To be good in

internationalisation. In order to recognise the goods with the greatest potential for foreign

markets, finance and administration manager attended several international fairs. At present,

Wimpy focuses on local markets and has not begun an internationalisation process, but the

enterprise recognises that the Internet is beneficial. Currently, the firm uses government and

corporate websites to study and evaluate business trends.

CONCLUSION
There is clear empirical proof that SMEs are a significant force for job growth. The study

also indicates, however that the industry is highly diverse. For this whole class of businesses,

that is a significant obstacle to the policy formulation. The results are fascinating and

informative, and can be used to shape a more substantive investigation, contribute towards

the awareness and understanding of Wimpy Fast-food business. In addition, the information

is cross-sectional and provides a snapshot only of the policy and expectations of

internationalisation at a given time within the SME fast food.

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