Lecciones aprendidas en la ejecución de las franquicias Bogotá Beer Company y Romeo y Paleta

Abstract

In 2019, Colombia had just over one million 620 thousand companies, of which one million 522 thousand companies were considered small – with annual sales of less than $8 billion - (Economía Aplicada, 2019). During the pandemic, more than 500 thousand companies closed due to the negative impacts generated by COVID (La República, 2021); however, regardless of the pandemic, in Colombia only 4.3% of new companies manage to exceed 3.5 years of life (Varela, 2019, p. 70). Entrepreneurs are the promoters of the generation of new companies. Their ability to innovate, commit and motivate themselves with the passion to materialize their ideas allows them to take risks that sometimes manage to build profitable and solid companies over time; however, the generality of ventures is that they fail due to innumerable external factors that are difficult to control, but also due to internal factors that must be controlled by the entrepreneur, such as the lack of skills to create a company and little business education to manage the business, among others. Seeking to deal with the aforementioned problem, an analysis was carried out on two enterprises (Bogotá Beer Company, Franchise from the city of Cali, and Romeo y Paleta, Franchise from the city of Pasto), in order to identify lessons learned in the assembly and execution of these businesses, document the best administrative practices and generate a proposal for current and future ventures that both the partners of these businesses and the readers of this document can implement in their ventures.