SPEED DEMON.Is Roberto Albarran racing Mexican Mexican named after or originating in Mexico. Mexican axolotl see ambystomamexicanum. Mexican beaded lizard (Heloderma horridum juice maker Jugos del Valle too fast for its own good? He doesn't think so. ROBERTO ALBARRAN LOVES TO GO FAST. When he was younger he used to race motorcycles and cars, now he races his company, Jugos del Valle. The Mexican fruit juice maker was Latin America's hottest growth company for the 12-month period ending June 1999, according to according to prep. 1. As stated or indicated by; on the authority of: according to historians. 2. In keeping with: according to instructions. 3. first annual ranking of the LATIN TRADE Latin Trade is a monthly magazine covering global business in Latin America and the Caribbean. Similar to Forbes and Fortune Magazine in coverage, the magazine was founded in 1993 and now publishes 87,000 copies 1 each month in Spanish, Portuguese, and English. Hot Growth Companies. Sales grew by half to almost US$240 million, while profits zoomed sixfold sixfold Adjective 1. having six times as many or as much 2. composed of six parts Adverb by six times as many or as much Adj. 1. to near $50 million--a combination no other publicly listed company listed company n → compañía cotizable listed company n → société cotée en Bourse listed company list n → could match for the period. As always, though, speed implies danger. No sooner had Jugos emerged at the head of the pack than the company went into a tight curve. Profits slammed into negative territory as the juice maker banged into Mexico's slow rainy rain·y adj. rain·i·er, rain·i·est Characterized by, full of, or bringing rain. rain  i·ness n.Adj. season while navigating (networking, hypertext) navigating - Finding your way around. Often used of the Internet, particularly the World-Wide Web. A browser is a tool for navigating hypertext documents. an acquisition, product launches and a major expansion in Brazil. Jugos CEO (1) (Chief Executive Officer) The highest individual in command of an organization. Typically the president of the company, the CEO reports to the Chairman of the Board. Albarran denies that the company is taking the growth curve too fast. "We are always doing a lot," he says, but he does admit that the company will downshift down·shift v. down·shift·ed, down·shift·ing, down·shifts v.intr. 1. To shift a motor vehicle into a lower gear. 2. To reduce the speed, rate, or intensity of something. 3. in the next few quarters. "We want to consolidate. We want to take a little breather." Certainly it was about time the company pulled into the pit. The company has grown by almost a third every year since 1997, posting the highest growth rate in the first quarter of 1999 of all Mexican food categories measured by market research firm A.C.Nielsen. The growth has not all been domestic either. International sales have accelerated to 15% of the company's total sales, rising from 3% just four years ago. The big squeeze. Juices and nectars continue to be the bulk of the company's business in Mexico, but Albarran has launched a strategy to drive sales faster. Like all consumer-goods companies, Jugos is continually con·tin·u·al adj. 1. Recurring regularly or frequently: the continual need to pay the mortgage. 2. launching new products and packaging. One of its latest offerings is Apreton (or Big Squeeze)--juice packaged in a metallic pouch pouch (pouch) a pocket or sac. abdominovesical pouch one formed by reflection of the peritoneum from the abdominal wall to the anterior surface of the bladder. aimed at teenagers. Perhaps more bodacious bo·da·cious also bow·da·cious or bar·da·cious Southern & South Midland U.S. adj. 1. Remarkable; prodigious. 2. Audacious; gutsy. adv. 1. Completely; extremely. 2. is Albarran's bid to blow open a new segment: the poor. In late 1998 Jugos del Valle acquired local soft drink maker Barrilitos to gain access to a national network for glass recyclable re·cy·cle tr.v. re·cy·cled, re·cy·cling, re·cy·cles 1. To put or pass through a cycle again, as for further treatment. 2. To start a different cycle in. 3. a. containers. "The cheapest way to sell a high quality product is glass," says Albarran, who is quick to point out that selling to the poor is not low-return business. He says that glass-bottle products carry 50% gross margins. The final piston in the domestic strategy is to move third-party products on Jugos del Valle's national distribution network. Kellogg's, Nabisco and Procter & Gamble products ride on the same trucks and share racks with Albarran's juices and nectars in mom-and-pop stores throughout the country. While these deals could ultimately put Jugos on a collision course collision course n. A course, as of moving objects or opposing philosophies, that will end in a collision or conflict if left unchanged: two planes on a collision course; dissidents on a collision course with the regime. with giants like PepsiCo's Sabritas at the point of sale, Albarran insists, "All we are doing is giving the retailer another option. It will help us to secure a much stronger position with the mom-and-pop stores." Curiously enough, Albarran's international ambitions are targeted at markets where the big retailers rule, the United States United States, officially United States of America, republic (2005 est. pop. 295,734,000), 3,539,227 sq mi (9,166,598 sq km), North America. The United States is the world's third largest country in population and the fourth largest country in area. and Brazil. In the North, Jugos is looking to sell to expatriates, capitalizing on the recognition of its Valle and Barrilitos brands. If it can gain broad distribution, the products could explode (1) To break down an assembly into its component pieces. Contrast with implode. (2) To decompress data back to its original form. , says Albarran. Jarritos, a Mexican soft drink and Barrilitos competitor, is selling some $80 million annually in the United States. "A lot of it has to do with getting the product there," says Albarran, who believes the Hispanic market could ultimately prove larger than his entire Mexican operation. Albarran has spent enough time in the United States Time in the United States, by law, is divided into nine standard time zones covering the states and its possessions, with most of the United States observing daylight saving time for part of the year. to know He attended high school in the States and received an undergraduate degree “First degree” redirects here. For the BBC television series, see First Degree. An undergraduate degree (sometimes called a first degree or simply a degree at the University of Texas at Austin “University of Texas” redirects here. For other system schools, see University of Texas System. The University of Texas at Austin (often referred to as The University of Texas, UT Austin, UT, or Texas . He stayed to take a job with the Ore Ida potato company and study for his MBA MBA abbr. Master of Business Administration Noun 1. MBA - a master's degree in business Master in Business, Master in Business Administration at night in Idaho--the home of then-sweetheart and now wife, Charlene, The last option. Albarran returned to Mexico in 1992 to run the family company and quickly sought to capitalize To regard the cost of an improvement or other purchase as a capital asset for purposes of determining Income Tax liability. To calculate the net worth upon which an investment is based. To issue company stocks or bonds to finance an investment. the firm for expansion. Banker's Trust bought a 14% share in Jugos del Valle. In the following years, the Years, The the seven decades of Eleanor Pargiter’s life. [Br. Lit.: Benét, 1109] See : Time company went public and eventually started exporting small quantities of juice and nectars to Brazil. "We started to sell when the exchange rate favored Mexican products trying to enter the Brazilian market," he says. "We were making money because of the exchange rate. But this is Latin America Latin America, the Spanish-speaking, Portuguese-speaking, and French-speaking countries (except Canada) of North America, South America, Central America, and the West Indies. ; I knew that was not going to last." The company looked for a Brazilian partner, but couldn't find one. It looked for a company to buy. No luck. "Building a plant was our last option," says Albarran. The company invested $20 million to build a state-of-the-art facility that was operating at 30% capacity in late November 1999. Paribas analyst Sunil Varghese says that Jugos, like other Mexican beverage companies such as Panamco, have been hurt by the Brazilian devaluation devaluation, decreasing the value of one nation's currency relative to gold or the currencies of other nations. It is usually undertaken as a means of correcting a deficit in the balance of payments. . "The companies are doing very well in Mexico, but the Brazilian operations have been a drag on Verb 1. drag on - last unnecessarily long drag out last, endure - persist for a specified period of time; "The bad weather lasted for three days" 2. results." Albarran counters that the Brazilian business has been enjoying triple-digit growth because it plays in the high, less price-sensitive segment. He adds that when the summer high season hits at the start of 2000, the company will enjoy a major cost advantage in the local market because 80% of Jugos del Valle's products are purchased and made locally. He is so convinced that the new operation will hit cruising speed cruising speed n → velocidad f de crucero cruising speed n → vitesse f de croisière cruising speed cruise n shortly that he is looking to export product from Brazil to Argentina this year. Is the former racecar race·car n. Sports An automobile used for racing. driver pushing Jugos del Valle too fast? Can he come flying out of the pit in Brazil and elsewhere beyond this year? It's not clear, but that he will try to regain speed is a given. After all, he has expanded Jugos del Valle's operations into three major international markets in less than a decade and still he says, "We're just getting out of the blocks." Fleeting Fame? THE LATIN TRADE HOT GROWTH Companies are the highest growth companies in terms of both sales and profits for the 12 months ending June 1999. As could be expected, Mexican companies This is a List of Mexican companies:
What is more remarkable is that the companies come from a wide range of sectors. There do not seem to be any hot growth industries among publicly listed companies. To the contrary, the Hot Growth list would seem to suggest that executives like Roberto Albarran of Jugos del Valle, Juan Antonio Guzman of Gener and Alberto Benavides of Buenaventura are the engines of growth. Said another way, beyond macroeconomics macroeconomics Study of the entire economy in terms of the total amount of goods and services produced, total income earned, level of employment of productive resources, and general behaviour of prices. , it's management skill that beats the pack, not just being in the right business at the right time. Just as important, growing fast seems to equate e·quate v. e·quat·ed, e·quat·ing, e·quates v.tr. 1. To make equal or equivalent. 2. To reduce to a standard or an average; equalize. 3. with fleeting prosperity. Jugos del Valle and Gener, both profiled in this issue, went from profits to red ink red ink Health administration A popular term for financial losses. Cf in the Black. in just a single quarter. So, if your company is looking to join the Hot Growth Companies, be prepared for a wild ride.
RANK COMPANY SECTOR COUNTRY
2000
1 Jugos Del Valle Beverage Mexico
2 Agro Industrial Exportadora Food Mexico
3 Buenaventura Mining Peru
4 lndustrias Ventane Energy Venezuela
5 San Luis Corporation Mining, auto parts Mexico
6 General de Seguros Insurance Mexico
7 Vencred Finance Venezuela
8 Gener Energy Chile
9 Latinoamericana Duty Free Retail Mexico
10 Grupo Marti Retail Mexico
11 Hilasal Mexicana Textile Mexico
12 International de Ceramica Construction Mexico
13 Tekchem Chemicals Mexico
14 Grupo Lamosa Construction Mexico
15 Grupo Bafar Food Mexico
16 Grupo Azucarero Mexico Food Mexico
17 Chilquinta Energy Chile
18 Fomento Economico Mexicano Beverage Mexico
19 Grupo Posadas Hospitality Mexico
20 Grupo Dina Auto Mexico
21 Maizoro Food Mexico
22 Grupo Industrial Durango Paper, pulp Mexico
23 Corporativo Fragua Retail Mexico
24 Corporation Moctezuma Cement Mexico
25 Vitro Glass Mexico
26 Controladora de Farmacias Retail Mexico
27 Mainstream Salmones y Alimentos Food Chile
28 Grupo Bimbo Food Mexico
29 Laive Food Peru
30 Banmedica Health Chile
31 Industrias Alimenticias Carozzi Food Chile
32 Empresas Emel Energy Chile
33 Grupo Iusacell Telecom Mexico
34 Condestable Mining Peru
35 Grupo Cementos de Chihuahua Cement Mexico
36 Apasco Cement Mexico
37 Pepsi-Gemex Beverage Mexico
38 Consorcio Ara Construction Mexico
39 Raura Mining Peru
40 Colorin Chemicals Argentina
41 Maquinaria Diesel Retail Mexico
42 Central Termoelectrica Buenos Aires Energy Argentina
43 Controladora Comercial Mexicana Retail Mexico
44 Coppel Retail Mexico
45 Regio Empresas Chemicals Mexico
46 Sigma Alimentos Food Mexico
47 BIPER Telecom Mexico
48 Enersis Energy Chile
49 Grupo Simec Steel Mexico
50 Nadro Retail Mexico
12-MONTHS ENDED JUNE 30, 1999
RANK REVENUES NET INCOME
2000 US$ MILLIONS % GROWTH US$ MILLIONS % GROWTH
1 239.1 48.6% 49.4 593.1%
2 16.2 118.0 0.2 163.9
3 89.9 74.5 42.8 166.5
4 127.3 33.0 14.4 897.1
5 469.7 47.8 43.4 226.5
6 50.1 28.7 9.4 1,917.9
7 25.2 34.3 17.2 179.4
8 756.6 30.6 103.6 181.1
9 66.5 68.2 6.3 96.6
10 75.7 41.9 7.2 112.5
11 46.1 63.7 9.4 96.0
12 241.9 25.2 18.2 419.1
13 45.9 48.0 7.9 100.9
14 176.9 29.2 14.8 152.8
15 101.5 34.6 9.0 103.7
16 216.9 24.5 22.6 237.6
17 348.8 18.8 261.1 920.9
18 3,909.2 23.7 261.4 195.0
19 274.3 48.7 40.1 76.5
20 1,152.8 19.0 23.0 238.2
21 56.4 16.0 1.6 757.4
22 589.2 26.7 73.8 104.9
23 245.5 46.9 20.0 73.7
24 125.2 35.6 51.2 72.6
25 2,788.9 13.0 102.1 563.3
26 71.2 31.1 3.3 74.9
27 45.4 9.5 13.5 4,261.2
28 2,994.5 29.8 176.9 71.3
29 29.3 18.0 1.0 136.3
30 306.0 12.2 22.1 266.9
31 300.3 8.9 33.5 826.2
32 325.8 67.0 23.2 45.0
33 364.7 44.3 -62.6 53.8
34 7.0 116.2 -3.2 34.1
35 244.0 34.6 37.0 53.9
36 742.0 25.6 145.1 71.5
37 687.6 29.4 65.6 57.6
38 199.7 46.2 33.0 37.9
39 36.3 25.8 -0.5 65.8
40 49.0 11.1 1.6 136.1
41 172.1 24.4 12.8 67.3
42 53.5 10.2 10.8 151.1
43 2,707.0 19.3 130.6 75.9
44 362.2 43.8 49.1 32.3
45 59.4 12.3 1.8 108.6
46 684.6 18.1 58.4 82.2
47 30.5 29.6 5.9 42.7
48 3,677.3 15.4 161.3 84.0
49 263.2 0.1 32.6 2,966.8
50 1,328.4 28.4 59.5 40.2
Sources: Economatica, LATIN TRADE.
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