# I. Introduction

oday it can find plenty of specialty shops competing against supermarket chains. This article will identify the main features of the specialized business and its competitors: supermarkets, as well as important elements that determine their permanence or not within a market. One of the key concepts that define the success of a company is the customer loyalty, and commitment to the store. Based on this Bustos and Gonzalez (2005) identify the traditional literature from two perspectives of store loyalty: a. Behavioral b. Attitudinal.

The first talks about consumer behavior oriented toward a brand, product or store owners and operationalized mainly through repeated purchase patterns or relative volume of buying the same brands or products in the same stores. The second concerns the behavior further cash patronage, incorporating attitudinal elements implicit in the purchase such as feelings and positive affections toward a brand, product or supplier.

Fidelity is a value that is sown in customers from within the business. This feature is the result of hard work on the part of managers to retain their customers and form a close relationship with them. Peng (2010) noted in his basic proposal of resources and capabilities that these elements may help the company to choose and implement its strategies appropriately. Fidelity could be defined as a consequence of an action or performance of the company because the customer might be true for continuous business innovation or because a good reputation.

Andreuand Bigné(2004) claim that satisfaction, despite being a requirement for loyalty does not guarantee the commitment of customers. It is necessary to have affective responses. Arrondo, Berné, Miigicaand Rivera (2002) noted that consumer loyalty has cognitive and affective background, i.e.a combination of reasoning with the emotional aspect.


# II. Justification

Given the situations that specialized business face every day, which are often family-owned, it is important to conduct a study in which are analyzed the current circumstances of these businesses and discuss future challenges. Also, it is important to proposea series of recommendations to help them make decisions and develop a competitive advantage over larger supermarket chains in the country.


# III. Assumption

Currently, consumers' specialized businesses are mainly women, housewives who have more time available on weekdays. It is believed that in the coming years, the role of women will be modified by the increasing integration of the economically active population of Jalisco and Mexico.


# IV. Conceptual Theoretical Framework

Competition between supermarkets and specialty shops is visible in Mexico. There are a number of reasons why the supermarket is a preferred choice for consumers, from the comfort in knowing that there are found all consumer products for home to peace of mind Year 2015


# ( B )

when shopping in an evening or even at night time.

However, specialize shops also have some advantages. Molla and Vallet (2006) note that the success of specialty shops should: a. The growing pluralism of society and the consequent fragmentation of buyers according to factors such as fashion, different lifestyles and buying motivation. b. The existence of dominant sets of goods that summarizes the needs of buyers of a restricted segment, as defined according to the classification, end user or lifestyle. c. Linking closely interrelated goods in outlets with attractive environments and very consistent with these goods. d. To accept risks creating new commercial vehicles and supplies of its own brand to exploit emerging market sectors. e. To applying a business approach based on the increasing use of market segmentation and selection, product specialization, the use of new information technologies and management on point of sale and customer relationships.

As both types of business is consistent with wanting to capture the attention of their customers, ones with market related or advertising strategies and others with a horizontal differentiation, adding value to their products which is not necessarily perceived by a naked eye. Berdegué and Reardon (2003) identified four groups of food retailing in Latin America: a. Small stores with any serviceare those who tend to be "independent", ranging from "kiosks", small stalls on the roads with traffic, even small shops alltraditional service, whether that sell a variety of food and specializing in fish, meat, fruit and vegetables or baked goods. b. Traditional markets are those ranging from "open markets" in the city center with rows of small retailers and a mix of retail and wholesale, to the "fair trades". c. Small grocery stores related between them tending to form chains, ranging from the "discount stores" to "convenience store" assmall stores that can be found at the gas stations. d. Large supermarkets: whether large or independent chains, these stores are classified as "supermarkets" or larger "hypermarkets". They tend to have a much higher proportion of food sales regarding their total sales compared with the hypermarkets. 


# Contextual Framework

In this study it is analyzed the company "carne y Punto" which is a small, family and specialized company dedicated to the sale of animal products such as meat, milkand saus ages. It has twenty-five employees in three locations in the same area. It was founded on January 2, 2004 by Angel Gonzalez Ruvalcaba, in Zapopan, Jalisco. Its 5 best seller product sare analyzed which are breaded chicken, steak, beef, small comb, chicken and ground beef. Its main clients are housewives, aged between 25 and 45 years, most do their shopping during the week and last about 15 to 40 minutes in the business. Below it is shown a SWOT Matrix Office (Figure 1). The monthly demand is approximately: 1. 20 cattle or 6,000 kg of beef. 2. Pulp 750kg chicken 3. 830kg of chicken carcass 4. 40 pigs.

Specialized Business Strategies Versus The Super Markets The case of "Carne y Punto" Its competitive advantage is mainly the personal attention, quality products, the guarantee in any situation of customer dissatisfaction in that the product is replaced by another or the money back. Also,it is taken orders and delivery service.


# VI. Research Method

The projection of the female population will be analyzed in the state of Jalisco and the projection of integration of women in the economically active population in Jalisco and during the next twenty years. This is done in order to know the status of the main consumers of specialized businesses.


# VII. Analysis Results


# a) Projection of population growth

Table 1 show that the main consumers of specialty shops, women and housewives, between about 25 and 45 and the analyzed business will be increasing in the State of Jalisco. This means that there are a growing number of potential consumers from 2010 to 2030. Source: Based on datafrom CONAPO b) Admission of women to the labor force Figure2 Shows that the entry of women into the PEA is noticeably higher during each year that passes. In table 3 it can be observed the trend of the Five Year's income to the economic activity by state and sex Income. For men, this trend is going down while for women will increase up to 804, 129 new women integrated economic activity in the state between 2025 and 2030. This information reveals that many of those now are the main consumers of specialized micro, in 20 years they will become economically active and your time will be more limited.


# IV. Conclusions and Recommendations

As we observed in this analysis, the population growth is inevitable, so its evolution over the years, consumers will be changing and adopting new customs and new lifestyles.

The proposal to specialized business is to consider the information presented here and integrate to its strategic plans, and to achieve a decision-making based on accurate, and real data. As it has been observed in the population projections over the next 10, 20 and 30 years the number of women in Jalisco will increase, who represent the largest consumer segment of the specialized business by the role they play as home makers. Many of these women are rapidly integrating the economically active population and there for espend less time shopping from home and food. Specialized businesss hould provide a service in line with this new life style.

With this information it can be realized that specialized businesses must implement new strategies for their next model of consumers and to keep current.

The recommendations formulated are: a. Extension of schedule with the intention that working housewives at home and whose schedule is evening can make their purchases at night. b. Stream lining of service, train employees to optimize the time of purchase for clients that will be satisfied with their purchases and with care. c. Sale of pre-cooked products for situations where the customer has not enough time to cook food.

d. Attractive packages for consumer products during the week, which would be useful for those clients who can only go once or twice a week. e. Develop and streng then a competitive advantage that would best rong enough for consumers to feel a genuine commitment to the store, a close relationship with them and keep it for as long as possible. f. Finally, identify resources and capabilities (tangible and intangible) that are there in the company and of each one of the employees. In this way to learn more about the organization and re define the elements of SWOT analysis. With this, the company will have enough information for a comprehensive decision making.

All of these proposals with the intention of adapting to the new role those women play in the coming years and retain their loyalty and commitment. Besides, with the satisfaction of these customers will start the best free advertising for this kind of business is called "word of mouth".
![Vazquez, Rodriguez and Diaz (1996)  indicate the dimensions of the quality of specialty shops. a. Dimension 1. Tangibles: Appearance of physical facilities, equipment, personnel and communication materials. b. Dimension 2. Reliability: Ability to perform the promised service reliably and carefully. c. Dimension 3. Responsiveness: Availability and willingness of employees to help customers and provide the service. d. Dimension 4. Security: Skills and attention shown by the employees and their ability to inspire trust and confidence. e. Dimension 5. Empathy: Individualized attention offered by businesses to consumers V.](image-2.png "")
1![Figure 1 : SWOT Matrix](image-3.png "Figure 1")
2![Figure 2 : Average income of women rate the PEA, 1994-2050](image-4.png "Figure 2 :")
![](image-5.png "")
1Jalisco: mid-year population of women by age, 2010-2030Years old 201020152020202520302565,83769,25670,17869,39469,3222664,89768,32370,03469,41069,1942764,00567,17769,86369,32268,8642863,26366,13569,46369,26168,4802962,65065,53168,85469,17168,2223062,08564,89868,09568,98468,2263161,38964,00467,18868,84768,2613260,46163,16066,08368,68368,1943359,31762,45765,09068,30168,1503458,13561,87264,51467,71568,0763557,09161,32863,90066,97867,9073656,05860,65163,03266,09467,7793754,92359,74262,21465,02067,6233853,71558,61361,53064,06167,254
			© 2015 Global Journals Inc. (US)
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