Order # 13464
13464_Colombina_case_study
Title: Colombina Case Study
Paper type Case Study
Paper format APA
Course level Master
Subject Area Business
# pages 1 ( or 300 words Minimum)
Spacing Double Spacing
# sources 1
Paper Details
What does a company need, in terms of operational capabilities and resources, to compete successfully in the ice cream market in Colombia?
9B18A008
COLOMBINA S.A.: ENTERING THE ICE CREAM MARKET
Enrique Ramirez and Juanita Cajiao Saenz wrote this case solely to provide material for class discussion. The authors do not intend
to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other
identifying information to protect confidentiality.
This publication may not be transmitted, photocopied, digitized, or otherwise reproduced in any form or by any means without the
permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights
organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business School, Western
University, London, Ontario, Canada, N6G 0N1; (t) 519.661.3208; (e) cases@ivey.ca; www.iveycases.com.
Copyright © 2018, Ivey Business School Foundation Version: 2018-06-14
In March 2017, Florencia Peña, vice-president of the ice cream division at Colombina S.A. (Colombina),
was in her office at the company’s headquarters in Cali, Colombia. She was reviewing the growth figures
for the company’s ice cream business, for which she was accountable. The sales target set for the company
in 2010 was to invoice US$1 billion1 by 2020, and the ice cream segment would play a fundamental role in
reaching that target. Peña remembered very well what Colombina’s chief executive officer (CEO), Cesar
Caicedo, had told employees the year before at the last strategic planning meeting: “It is simple; in order to
reach the sales target, we must continue to do three things: achieve organic growth of the businesses we
already have, open new markets or new businesses, and acquire companies with which we can generate
synergies with our ongoing businesses.” Despite having invoiced over $40 million in ice cream in 2016, a
growth of 12 per cent over 2015, Peña was aware of the challenge this strategic guideline meant for her
category, which led her to consider options for increasing sales and profits. What market opportunities
should the ice cream division exploit? What channels should it grow? Should particular channels be grown
more than others? Should the product portfolio be expanded?
COLOMBINA: MOVING TASTE FORWARD
Colombina was a family business founded in 1927 by Hernando Caicedo, grandfather of the current CEO.
From the beginning, the company manufactured and marketed candies, called “colombinas.” In the 1960s,
it started exporting sweets to the United States and to other Latin American countries. In the 1980s,
Colombina acquired Splendid S.A., a crackers and pastries manufacturing company. In the early 1990s, it
entered the sauces and preserves market by buying La Constancia S.A., and obtained exclusive distribution
of Van Camps canned tuna and Buen Dia coffee. The company continued evolving under the slogan
“moving taste forward” until becoming the global food company it was by 2017, with a wide portfolio of
categories and brands (see Exhibit 1), and with a presence in over 75 countries in the Americas, Europe,
Asia, and Africa. With its administrative headquarters in Cali, it had six production plants in Colombia—
two of these were for ice cream—as well as a plant in Guatemala and one in Spain. By December 2016, it
was one of the top 15 exporting companies in Colombia.
1 All currency amounts are in U.S. dollars.
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As a leader in the confectionery (sweets) category in Colombia, and with a market share close to 50 per
cent and a consolidated aptitude for exports, Colombina faced some business expansion alternatives at the
beginning of the millennium. Its owners faced the dilemma of pursuing continued growth in different Latin
American markets, or expanding into other food categories and staying mainly in Colombia. In the end,
they chose the latter option. Caicedo, CEO of Colombina, explained why that decision was made, saying,
“We had to evolve from being just a sweets company to a food company. Given the trends—and not only
in Colombia—of [an] ageing population and the adoption of healthy food habits, our strategy had to focus
on offering products from different food categories to consumers that ensured quality, flavour, distribution,
and prices for any type of consumer.” Jose Fernando Ochoa, corporate vice-president, added, “Colombina
wanted to change as a company, to complement its portfolio with new value propositions, instead of being
perceived by the market as a confectionery company.”
With this change in direction, Colombina began to look for new businesses that offered synergies in terms
of both purchasing raw materials and distribution systems, and that, above all, allowed cross-branding—
using Colombina as the umbrella brand. Expansion to other businesses began in 1987 with the acquisition
of Splendid, which manufactured crackers and pastries. Its most recent acquisition, in 2015, was Spanish
company Fiesta S.A.
As for the reason for entering the ice cream business, Ochoa explained, “Ice cream stands in an intermediate
zone between indulgence and food; since it includes dairy components, the consumer perceives some
nutritional value in it.” In 2004, Colombina entered the ice cream business by buying Inalac, a local
producer of the Liz ice cream brand; it then bought Robin Hood ice cream in 2006. By the end of 2016, ice
cream accounted for 10 per cent of the company’s sales in Colombia, and was one of the categories with
the highest growth (15 per cent) among the firm’s product portfolio.
ICE CREAM MARKET IN COLOMBIA
Unlike in non-equatorial markets, the ice cream business was not seasonal in Colombia. Indeed, over the
past five years, the Colombian ice cream business had grown both in volume produced and in sales: from
66,500 tonnes manufactured in 2012 to 74,500 tonnes in 2016, and from nearly $354 million in sales in
2012 to $476 million in 2016 (according to Euromonitor figures). According to Colombina’s estimates,
about 60 per cent of the ice cream in Colombia was sold as a packed product in the freezers of small local
stores (SLSs), 30 per cent in scoop shops, and the remaining 10 per cent in supermarkets.
The ice cream consumption in 2016 in Colombia of 3.1 litres per capita was low in comparison with other
countries such as Chile (12.6 litres per capita), the United States (21 litres per capita), and Spain (14.6 litres
per capita). One possible explanation for Colombia’s relatively low consumption was the country’s
socioeconomic conditions. According to data from the World Bank, the per capita gross domestic product
in Colombia was $6,320 in 2016. According to the DANE2 2016 Quality of Life Survey, 32.1 per cent of
household heads said they did not have enough income to meet their minimum needs, while 56.7 per cent
said they could barely cover their minimum expenses. This situation largely determined the consumption
patterns of Colombians. Unlike in other countries, in Colombia ice cream was not considered a family
product, which was understandable because people with low incomes had small refrigerators with equally
small freezers, so the space available to store a litre of ice cream, if any, was minimal. Survey and World
Bank data was consistent with the profile of a typical ice cream consumer, where consumer consumption
increased with income level. With ice cream not being a seasonal product in Colombia, the only influence
2 DANE = Departamento Nacional de Estadística, the National Administrative Department of Statistics, an official entity
responsible for the planning, compilation, analysis, and dissemination of the official statistics of Colombia.
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from climate on its consumption was apparent on rainy days—in that rainy weather affected people’s
mobility. There were no significant variations in consumption by either age or gender, or by region, with
sales being proportional to the number of inhabitants. Peña said, “In Colombia, the consumption of ice
cream is mainly in the impulse-purchase category. A person buys ice cream when in a store to buy
something else, after looking in the freezer and craving it.” She explained that a consumer’s demand for ice
cream products came about “when the person sees a man in the street with an ice cream car, or when passing
by an ice cream parlour, or on special occasions when there is a celebration.”
The main player in the category of ice cream was Meals de Colombia S.A. (Meals), a company in the
Nutresa Group (see Exhibit 2), the largest processed food company in the country. Meals sold 23 brands of
ice cream, under the umbrella brand Crem Helado, and dominated the market in the SLS channel. In the ice
cream parlour channel, the greatest competition was between the brands Popsy and Mimos, which had
exclusive outlets for the sale of cones and 1-litre take-home containers. By 2016, the top-of-mind of ice
cream brands belonged to Crem Helado, with 30 per cent of the top of mind (see Exhibit 3).
So-called homemade ice cream was also included in the competition; it was usually produced by small
family businesses often located in the family residence, where the ice cream was made and sold. These
businesses often presented the product as ice cream or fruit popsicles with different combinations of natural
fruits such as coconut, soursop, lulo, blackberries, pineapple, and others, taking advantage of the wide range
of fruits available in the country. This product was deeply rooted among Colombian consumers. Crem
Helado had already incorporated into its portfolio a product with individual packaging that emulated
homemade ice cream.
Another distinct feature of the Colombian ice cream industry was that local competitors controlled the market.
Although large multinational food companies such as Nestlé and Unilever had been operating in Colombia
for several years, they had not ventured into this category. Häagen-Dazs returned to the supermarket channel
in 2014, having closed its operation in Colombia in 2010 after failing to obtain the expected results.
Nevertheless, Colombian ice cream market forecasts remained optimistic (see Exhibit 4, 5, and 6).
COLOMBINA ICE CREAM
Continuing with its strategy of producting high-quality products—wherein flavour was a determinant of
preference—offered at a price that the Colombian consumer could afford, Colombina improved its ice
cream production process. It took the company four years to reach a standard of quality acceptable for
putting the Colombina brand on the acquired product lines. In the words of Pierangelo Marchetti, vice-
president of strategic planning, “When we bought Helados Lis, the Colombina brand did not appear on any
product.” Peña added, “Consumers recognized Colombina by the taste and quality of its products, and we
have been very careful to protect that aspect. The taste of our ice cream should always correspond to that
expectation. It took us some time to say: Yes, they are now Colombina quality!”
Colombina then had a portfolio of ice cream that depended on its distribution channel (see Exhibit 7). For
the SLS, there was ice cream in individual packaging, such as popsicles and ice cream on wooden sticks,
and ice cream in cups, cones, and cookies; for the ice cream parlour, there was the institutional line; and
for the supermarkets, there were 1-litre containers and frozen desserts. By 2017, the firm had 150 stock-
keeping units in the ice cream category.
In 2015, Colombina launched some ice cream through its “Colombina 100%” line, a line of healthy products
without artificial colours or flavours that offered nourishing benefits. In terms of the ice cream in this line,
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the company offered 1-litre containers of sugar-free vanilla, six-unit packages of sugar-free vanilla bars,
and ice bars with chunks of natural fruit (60 calories).
The Colombian consumer was quite price sensitive, given the low-income conditions of most of the
population. Colombina’s ice cream consumer prices—as well as its customer profit margins—were similar
to those of the market leader (see Exhibit 8).
Colombina’s competitors in confectionery were not large enough (i.e., lacked strong financial muscle) to
advertise their products massively. However, in categories like ice cream, sauces, preserves, milk modifiers,
and crackers, the size of Colombina’s competitors was different. It was competing against the Nutresa
Group, Nestlé, and Unilever—very strong multinational companies that had the ability to invest in
advertising and brand recognition. “This fact was the subject of many discussions because we went from
being the strongest player in the confectionery segment to competing against much bigger companies in
different categories,” recalled Caicedo.
Colombina did not advertise ice cream massively because its sales volume did not make it viable, so the
company opted for a brand extension strategy with brands of other Colombina products already established
in the market and positioned in the minds of Colombian consumers. It became clear that the most powerful
brand it had was Colombina, which was why the company opted for an endorsed-brand architecture in
which the brand of the product coexisted with the corporate brand. “We knew that this model had both
benefits and disadvantages: the scope of the umbrella brand was not infinite and we had to be very careful
about what we did because a bad step could affect recognition of the Colombina brand itself in general,”
said the corporate vice-president.
Following this line of thought, Colombina (as the umbrella brand) appeared across the entire line of ice
cream. Under that brand were: (1) frozen desserts; (2) the institutional line—bulk ice cream sold in buckets
and boxes; (3) products in the ice cream category that were extensions of other products with a long
trajectory and strong positioning in the Colombian market, as was the case with Bon Bum, Nucita, and
Choco Break; (4) the Robin Hood brand used for litre containers of ice cream for household consumption
and for some impulse products such as cones, cups, and ice cream bars; and (5) Colombina 100% for
popsicles with chunks of natural fruit and sugar-free ice cream. The company decided to keep the Robin
Hood brand because it had a good position in Bogota and in the northern part of the country. For products
with individual packaging, in particular, Colombina transferred the power of its already established
chocolate and confectionery brands to ice cream, accompanied by its umbrella brand, anticipating that the
consumer would find an affinity with those types of products. The first product of cross-branding was the
ice cream bar Nucita, which was immediately accepted. Shortly after, Meals, Colombina’s main competitor,
launched the Jet chocolate ice cream bar, one of its flagship brands.
THE SMALL LOCAL STORE
A traditional SLS usually had an area ranging between 10 and 50 square metres, the average being 15 square
metres. In format and operation, it was similar to kirana in India and, to a lesser extent, mom-and-pop stores
in the United States. The merchandise offered was comprised of a wide range of product categories. The
store was characterized as being a family business, and was usually attended to by its owner and/or the
family. Considering the informality of many of these stores, it was difficult to establish with certainty the
number of these establishments that were operating. It was estimated that between 200,000 and 300,000 of
these stores existed throughout Colombia.
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In many SLSs, the consumer did not have direct access to the products. The person in charge would stay
behind a counter and hand the customer what was asked for. According to a Nielsen study, an SLS received
an average of 135 customers per day, and the average consumer purchase did not exceed $1.50. This reflected
a pattern of daily purchases of small quantities, for example, an egg or a tomato, which led producers of mass-
consumption products to adapt their packaging to personal or individual presentations. In a SLS, it was
possible to find a 250-millilitre bottle of cooking oil (a can of Coca-Cola was 354 millilitres), an envelope of
powdered drinks, or a sachet of shampoo. Taking into account the restrictions of space and the buying habits
of customers, SLSs handled low inventories, looking to sell products with high turnover rates.
On the other hand, this scheme allowed the shopkeeper greater proximity to the consumer, and allowed the
shopkeeper to give more personalized attention—shopkeepers and customers frequently called each other
by name—reflected in some practices peculiar to that channel. When a customer did not have enough
money, for instance, it was not unusual to hear the grocer say, “Pay me later, neighbour.” Although not all
of these stores offered credit, they did manage cash payments.
These circumstances also made the exhibition areas of the stores critical variables for which different
suppliers vied, as in the case of ice cream: a typical SLS barely had space for a relatively small freezer (80
centimetres wide, with room for three baskets). It was a standard practice in this industry for the producer
to provide freezers at the point of sale. In the case of Colombina, the company responded within 24 hours
when a shop owner called to report a damaged or malfunctioning freezer. The company’s logo was
exhibited on the sides of the freezers, accompanied by photographs and designs of the products offered,
both to promote them and to highlight the exclusivity of the freezer for Colombina products—preventing
its use as a vehicle to sell competing products. By the end of 2016, the company had installed around 50,000
freezers throughout the country, mainly in ice cream shops and SLSs. Also by that time, Colombina had
arrived directly (with its portfolio of products) in about 40,000 SLSs. These stores had to maintain a
minimum purchase level in order to keep Colombina’s freezer. A premium client would buy $67 a week;
the gross profit for ice cream in SLSs was around 28 per cent.
OTHER CHANNELS
Ice cream stores were businesses selling single-serving-size ice cream mixtures or ice cream scooped
directly into a cone. Some had a larger portfolio and sold more elaborate ice cream cups, adding other
ingredients to the ice cream. Given that ice cream stores had generally fewer space restrictions than SLSs
had, these businesses would also get a freezer, the largest one Colombina could provide—1.2 metres wide,
with space for five baskets, or adapted to stores’ bulk ice cream containers. In the local ice cream parlours,
these freezers could be exclusively for Colombina, or shared with the competition, Crem Helado in
particular. In rare cases, Colombina sold ice cream with the competition’s individual packaging, or vice
versa. Ice cream shops contributed to 30 per cent of the category’s revenues.
Colombina distributed take-home litres of ice cream and frozen desserts through large chain stores. This
channel handled another 10 per cent of overall ice cream sales. Colombina wanted to strengthen this sub-
segment, since it helped to build awareness of the company’s products and therefore supported its brand-
building efforts. Finally, there were street pushcart vendors that travelled the roadways selling ice cream in
individual packages, but such outlets contributed to less than 3 per cent of sales.
In 2010, a new channel began to compete strongly in the Colombian retail business, so-called hard discount
stores—similar to convenience stores in the United States. According to Nielsen data, by the end of 2016,
these stores had 7 per cent of total retail sales, compared to 1 per cent in 2013. Their value proposition was
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focused on offering the convenience of proximity to the customer—they were usually located in
neighbourhoods—and low prices, offering hard discounts. They likewise focused on developing their own
brands, with very simple standards in terms of exhibition and packaging. Aware of this trend, Colombina
developed products and presentations that allowed it to have a presence in these formats. As Andres
Sanchez, marketing manager of the company’s ice cream business, asserted, “We consider that discount
stores will gain prominence in the medium term.”
DISTRIBUTION
“We have to ensure that the product is always available at the point of sale. Ice cream is an impulse-purchase
product—you have to see it to crave it,” said Peña. Compliance with this premise demanded large-scale
investment and special logistical efforts by producers, taking into account how difficult it was to reach more
than 50,000 unique customers at least once a week, while maintaining the cold chain from the moment the
product exited the factory until it reached the end consumer. In order to respond to this challenge,
Colombina had two ice cream producing plants, one in Itagui (northwestern region) and the other in Bogota
(central region). From there, it distributed to the seven refrigerated storage centres it had throughout
Colombia. The ice cream business singularly had its own distribution system and specialized sales force.
Since ice cream was prone to cross-contamination with nearby items, Colombina faced risks when
distribution was outsourced, since the contractor could transport other products—for example, meats—to
take advantage of freezer truck space; additionally, Colombina could control different issues associated
with temperature-sensitive logistics. This was why Colombina assumed a distribution process with delivery
trucks operated by one driver and an assistant, both Colombina employees. They were responsible for
placing and organizing the product in the freezer at the point of sale and for collecting the bills that were
usually paid in cash, especially by customers in the SLS channel.
Peña explained the reasons for this decision: “Those who operate the delivery trucks had to be part of
Colombina’s culture, since they were the image of the company to the SLSs; they stocked the freezer with
the product they were delivering, so the grocer had to trust them. All this assured us [of] maintaining the
cold chain, because the ice cream cannot stay on the counter even for a moment, as it melts and loses all of
its properties.” Besides, this system allowed the company to validate that its freezers were not being used
to store the products of its competitors, and to ensure that the shopkeeper did not turn off the freezer in an
effort to reduce energy consumption.
SALES FORCE
Given the low consumption in Colombia of ice cream in take-home presentations, the SLS channel and the
ice cream shops continued to maintain their power. Given its peculiarities, the sales force also garnered
special features that corresponded to the requirements of the channel.
The firm faced a learning curve when the business started. Looking for synergies and the optimization of
logistical and administrative resources, when it entered the market it included the category of ice cream as
another product in the portfolio handled by Colombina’s sales force. It had to re-think that strategy after
not realizing the expected results. Luis Eugenio Cucalon, vice-president of human resources, recalled the
situation: “When we integrated with Robin Hood, we believed that our sales force—which was already
very mature and with a great knowledge of the channel and of the categories we now call ‘dry’—could also
handle ice cream. That was a mistake; sales were not as expected.” Within a few months, the company
decided to have an exclusive sales force for the ice cream category.
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Colombina had nearly 400 salespeople nationwide specializing in the SLS channel for its ice cream product
line. The salespeople had to focus on three key factors that determined the variable component of their
income: sales quotas, average sales per freezer, and new customers. They would visit their customers
weekly, check the inventory in the freezer, take new orders, remove frost from the walls of the freezer, and
organize the product in the baskets, leaving open space for the arrival of the next shipment. The order was
sent via text message to headquarters to be delivered the next day. On average, the salespeople had to visit
20 customers daily between SLSs and ice cream parlours. These small retailers in the food and groceries
business accounted for about 60 per cent of the company’s sales in this category. The remaining 40 per cent
corresponded to supermarkets and specialized channels, both of which were handled by salespeople
specializing in those channels.
CHALLENGES AHEAD
With its ice cream products, Colombina managed to position itself in the Colombian market. However, the
aspirations of the company were focused on growing the category. Peña had almost 10 years of experience
in the ice cream business; she knew the clients, the competitors, and the business in general. On her desk
were proposals from her team for growing the ice cream industry. All of this gave her the tools she needed
to make a decision about what strategies to follow in order to continue growing and thus meet the
expectations of the CEO. With this in mind, Peña began to review her options.
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Page 8 9B18A008
EXHIBIT 1: COLOMBINA’S CATEGORY PORTFOLIO
Chocolate
Cookies and
Pastries
Candy Ice Cream Canned Desserts
Chocolate
lollipops
Chocolate bars
Chocolate
lentils
Instant
chocolate-
flavoured
beverage
Chocolate
cream
Covered
marshmallows
Chocolate
bonbons
Crackers
Cookies
and
pastries
Baby food
Pastries
Water rolls
Wafers
Lollipops
Hard candies
Chewy
candies
Gummies
candies
Marshmallows
Mints
Frozen
desserts
Water
popsicles
Ice cream
sticks
Bulk ice
cream
Ice cream
cookies
Cones
Cups
Take home
ice cream
Tuna
Sardines
Condensed
milk
Sweet milk
Cereal Bars Snacks Oil Coffee Pasta
Preserves and
Table
Sauces
Kick cereal bar Peanut Olive oil Buen Dia
Iophilized
Coffee
Buongiorno
pasta
Amazon
Sauce
Source: Company files.
EXHIBIT 2: MARKET SHARE IN COLOMBIAN ICE CREAM MARKET (% OF SHARE)
Company/(Brand) 2012 2013 2014 2015 2016
Meals de Colombia S.A. (Crem
Helado)
41.1 41.1 42.0 43.0 43.2
Colombina S.A. (Colombina) 9.6 10.0 12.,1 12.8 12.9
Comercial Allan Ltda (Popsy) 6.1 6.6 6.9 7.1 7.2
PCA Productora y Comercializadora de
Alimentos S.A. (Mimos)
4.9 6.1 6.3 6.3 6.4
Quala S.A. (Bon Ice & Yogoso) 4.3 4.1 4.0 4.0 4.0
Rico Helado S.A. (Rico Helado) 0.0 1.1 1.7 1.8 1.8
La Campiña S.A. (La Campiña) 1.3 1.2 1.1 1.1 1.1
Others 32.7 29.8 25.9 23.9 23.4
Total 100.0 100.0 100.0 100.0 100.0
Source: “Ice Cream and Frozen Desserts in Packaged Food Industry,” Passport, Euromonitor International, 2017, accessed
August 14, 2017, www.portal.euromonitor.com/portal/?IaJuDGW6R%2bh39bQQBRhGuA%3d%3d.
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Page 9 9B18A008
EXHIBIT 3: ICE CREAM TOP OF MIND IN COLOMBIA (%)
Source: “Brands that Colombian Adults Remember Most in Entertainment [in Spanish],” Dinero, April 27, 2017, accessed
August 1, 2017, www.dinero.com/edicion-impresa/caratula/articulo/top-of-mind-2017-marcas-de-entretenimiento-mas-
recordadas/244700.
EXHIBIT 4: FORECAST ICE CREAM SALES (TONNES PER YEAR)
Country 2017 2018 2019 2020 2021
Argentina 21.828 22.449 23.149 23.496 24.859
Brazil 381.300 373.600 370.000 370.700 372.800
Chile 102.000 104.400 107.200 110.200 113.600
Colombia 74.200 75.200 77.300 79.300 81.200
Ecuador 18.808 18.990 19.236 19.516 19.832
Mexico 84.200 86.000 87.800 89.700 91.700
Peru 28.704 29.872 30.624 31.337 31.947
United States 2.793.718 2.785.507 2.783.178 2.783.960 2.783.960
France 215.100 216.800 217.700 218.800 219.700
Germany 613.300 617.200 620.700 624.600 628.700
Italy 209.800 211.100 212.800 214.600 216.800
Spain 257.800 266.200 273.200 280.000 287.100
Source: “Ice Cream and Frozen Desserts in Packaged Food Industry,” Passport, Euromonitor International, 2017, accessed
August 14, 2017, www.portal.euromonitor.com/portal/?IaJuDGW6R%2bh39bQQBRhGuA%3d%3d.
0
5
10
15
20
25
30
35
40
2012 2013 2014 2015 2016 2017
Cream Helado Don’t remember Popsy Colombina Mimos Others
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Page 10 9B18A008
EXHIBIT 5: FORECAST SALES OF ICE CREAM AND FROZEN DESSERTS BY CATEGORY:
VOLUME GROWTH IN COLOMBIA, 2016–2021 (%)
2016/17 2016–21 CAGR 2016/21 Total
Frozen Desserts 1.8 1.4 7.3
Ice Cream 3.5 3.0 16.0
Frozen Yogourt 3.2 2.3 12.2
Impulse Ice Cream 3.1 2.6 13.9
Single-Portion Dairy Ice Cream 3.2 2.7 14.3
Single-Portion Water Ice Cream 3.0 2.5 13.2
Unpackaged Ice Cream
Take-Home Ice Cream 4.8 4.2 22.8
Take-Home Dairy Ice Cream 4.8 4.2 22.8
Bulk Dairy Ice Cream 4.7 4.1 22.2
Ice Cream Desserts 5.7 5.2 28.6
Multi-Pack Dairy Ice Cream 5.2 4.7 26.0
Take-Home Water Ice Cream 4.6 4.1 22.0
Bulk Water Ice Cream 4.7 4.1 22.4
Multi-Pack Water Ice Cream 4.5 3.9 20.9
Ice Cream and Frozen Desserts 3.5 3.0 15.9
Note: CAGR = compound annual growth rate.
Source: “Ice Cream and Frozen Desserts in Packaged Food Industry,” Passport, Euromonitor International, 2017, accessed
August 14, 2017, www.portal.euromonitor.com/portal/?IaJuDGW6R%2bh39bQQBRhGuA%3d%3d.
EXHIBIT 6: FORECAST SALES OF ICE CREAM AND FROZEN DESSERTS BY CATEGORY
IN COLOMBIA, 2016–2021 (IN US$)
2017 2018 2019 2020 2021
Frozen Desserts 763,866 797,077 797,077 830,289 830,289
Ice Cream 495,616,074 514,181,335 531,683,826 547,857,855 562,537,363
Frozen Yogourt 11,856,526 12,221,853 12,553,969 12,786,450 13,018,931
Impulse Ice Cream 349,817,336 361,441,382 372,201,926 382,032,547 390,800,399
Single Portion Dairy
Ice Cream
282,132,182 291,597,476 300,398,539 308,435,736 315,675,855
Single Portion Water
Ice Cream
67,685,154 69,843,906 71,803,388 73,563,600 75,157,755
Unpackaged Ice Cream
Take-Home Ice Cream 133,942,212 140,551,312 146,961,142 153,038,858 158,718,034
Take-Home Dairy
Ice Cream
131,119,229 137,562,272 143,872,468 149,817,336 155,363,667
Bulk Dairy Ice Cream 113,085,354 118,498,838 123,746,264 128,694,786 133,277,981
Ice Cream Desserts 14,812,355 15,709,067 16,539,356 17,402,856 18,199,934
Multi-Pack Dairy
Ice Cream
3,221,521 3,387,579 3,553,637 3,719,694 3,885,752
Take-Home Water
Ice Cream
2,822,982 2,955,829 3,088,675 3,221,521 3,321,156
Bulk Water Ice Cream 2,025,905 2,125,540 2,225,174 2,291,597 2,391,232
Multi-Pack Water
Ice Cream
697,443 830,289 863,500 896,712 929,924
Ice Cream and Frozen
Desserts
532,480,903 514,978,412 532,480,903 548,688,143 563,367,652
Source: “Ice Cream and Frozen Desserts in Packaged Food Industry,” Passport, Euromonitor International, 2017, accessed
August 14, 2017, www.portal.euromonitor.com/portal/?IaJuDGW6R%2bh39bQQBRhGuA%3d%3d.
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Page 11 9B18A008
EXHIBIT 7: COLOMBINA ICE CREAM LINE PRODUCT PORTFOLIO—RETAIL PRICES BY
DISTRIBUTION CHANNEL (IN US$)
Small Local
Stores
Supermarkets Ice Cream
Parlours
WATER POPSICLES
Fruly 0.27
Chupileta Lengua 0.40
BBB 0.40 0.40
Fruit Chunks 0.56 0.56
ICE CREAM STICKS
Traditional Homemade 0.40
Special 0.50 0.50
Mini Tentazione 0.50 0.50
Nucita 0.56 0.56
Coffee Delight 0.56 0.56
Fruit Chocobreak 0.56 0.56
Premium Fruit Chocobreak 0.66 0.66
Non-sugar 0,83 0.83
Tentazione 1,00 1.00
CONES
Nucita 0.40 0.40
Robin Hood 0.50
Mega Robin Hood 0.56 0.56
Maxilatto 1.00 1.00
CUPS
Small Cups 0.27
Sundae 0.50 0.50
Surprise 0.56
Big Sundae 0.83 0.83
ICE CREAM COOKIES
Muu 0.33
Nucita 0.33
Colombina 0.50 0.50
FROZEN DESSERTS
Cassata 5.71
Roll 9.60
Cake 10.49
TAKE HOME ICE CREAM
1/2 Litre Standard 3.27
1/2 Litre Premium 3.52
1 Litre Standard 6.43
1 Litre Premium 7.32
5 Litre Standard 8.88
5 Litre Premium 9.05
BULK ICE CREAM
10 Litre Standard 11.99 11.99
10 Litre Premium 12.59 12.59
18 Litre Standard 19.73 19.73
18 Litre Premium 20.66 20.66
Source: Company files.
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Page 12 9B18A008
EXHIBIT 8: RETAIL PRICING COMPARISON OF SIMILAR ICE CREAM CATEGORY PRODUCTS
(IN US$)
Colombina Crem Helado Sinfonia Popsy Mimos
WATER POPSICLES
Water Popsicle 0.27 0.40
Chupileta Lengua versus
Lenguiletta
0.40 0.40
Fruit Chunks versus Fruti 0.56 0.56
ICE CREAM STICKS
Traditional Homemade 0.40 0.40
Filled Traditional homemade 0.50 0.50
Mini Tentazione versus Mini Polet 0.50 0.50
Tentazione versus Polet 1.00 1.00
CONES
Chocovanilla versus Choco Cono 0.50 0.50
Figs & Rum 0.50 0.43
Mega versus Croquito 0.56 0.56
Maxilatto versus Bocatto 1.00 1.00
CUPS
Surprise versus Heladino 0.56 0.73
ICE CREAM COOKIES
Muu versus Festival 0.33 0.40
Colombina versus Platillo 0.50 0.50
FROZEN DESSERTS
Cassata 5.71 6.53 6.71
Roll 9.60 9.13 9.50
Cake 10.49 10.35 10.23
TAKE HOME ICE CREAM
1/2 Litre Standard 3.27 3.11
1/2 Litre Premium 3.52 3.90 4.05
1 Litre Standard 6.43 6.44 6.87 6.94
1 Litre Premium 7.32 7.92 8.09
5 Litre Standard 8.88 7.92
5 Litre Premium 9.05
SCOOPED
10 Litre Standard 11.99 11.99
10 Litre Premium 12.59
18 Litre Standard 19.73 19.10
18 Litre Premium 20.66
Source: Company files.
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