Mi Tiendecita de Moda Selling Fashion Through Facebook in Peru

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W15311 
 
 
MI TIENDECITA DE MODA: SELLING FASHION THROUGH 
FACEBOOK IN PERU 
 
 
 
Matthias Tietz and Susan Calderón Urbina 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. 
 
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Copyright © 2015, Richard Ivey School of Business Foundation Version: 2015-07-22 
 
 
“Ring, ring . . . ring, ring.” “Who is that again?” “My client,” was Maria Alva’s short answer to her sister 
before answering the phone. Maria Alva ran Mi Tiendecita de Moda (MTM) — my little fashion store — 
a Facebook platform to sell North American fashion and beauty products in her hometown Lima, Peru. 
When Maria started in early 2012, she combined a love for fashion and beauty, a marketing background 
and a solid understanding of the modern women in Peru to create MTM. Her focus on unique products 
that were not easily available, her professional online presentations, and her novel idea of pop-up stores in 
empty apartments, upscale hairdressing salons and her own living room helped to build her fashion 
network within just two years to several thousands of women. 
 
Once the next client’s order was taken down in the little red notebook, Maria sat down to give her legs a 
break. For a few days she had been wondering what to do with MTM and its growth. She could barely 
handle the volume of messages and phone calls by herself anymore. Maria needed to decide if she should 
respond to the many requests to expand the business online or if she should concentrate on developing the 
MTM brand in the physical marketspace with her own shop, maybe in one of the many new malls? She 
needed to come to terms with the idea of managing highly profitable, but equally time-consuming in-
company business sales while also driving traffic on her Facebook pages to sell directly to online 
customers. Would a new delivery system help her reach the unserved corners of the country where 
healthy margins and high growth prospects awaited pioneers? Before she could even complete the list of 
unanswered questions, another call made her phone chirp. This time it was not a client, but Alonso 
Martinez, a venture capital investor Alva had met at a business forum the previous week. She closed her 
eyes, took a deep breath and put on her most lovely smile: “¡Hola! ¿Qué tal, Alonso?” (Hello, how are 
you, Alonso?) 
 
 
MARIA ALVA’S BACKGROUND 
 
Maria Alva was born and raised in Lima, Peru. Hard work, intelligence and outstanding professional work 
ethics allowed her to win scholarships to study in private schools and universities. She graduated with a 
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2017.
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degree in communication from one of the most respected universities in Peru, if not all of South America. 
After a fast ascent in international marketing companies, she decided to continue her education at a top 
notch business school in Singapore. She was the only Peruvian and the only communication specialist in 
an international environment of engineers, business people, medical doctors and scientists. 
 
After completing an international MBA with a specialization in marketing, Alva travelled throughout 
Asia and North America before returning to her homeland Peru. She had managed to stay in close contact 
with many of her friends and professional acquaintances during her almost two years abroad and was 
warmly welcomed upon her return. Indeed, her former employer was greeting her with an enticing job 
offer, including a clearly above market salary of PEN60001 per month, to return to the international media 
conglomerate she had left to pursue her studies. But Alva’s plans were different; she wanted to start 
something on her own. 
 
 
MI TIENDECITA DE MODA 
During her journey back to Peru in early 2012, Alva was passing through New York. Naturally interested 
in fashion and getting a good deal, she noted quite a substantial price difference between branded fashion 
products sold in the United States and in her home country Peru. A few Skype calls to close friends 
confirmed her impression. Most of the price difference, she was sure, came from the fact that many U.S. 
retail businesses had no franchise or own stores in Peru, yet. Thus their branded fashion products were 
scarce and expensive imports. At first she thought that these items would make perfect gifts for her 
friends at home. But she also knew that her friends were not the only ones interested in these products. 
 
Alva founded Mi Tiendecita de Moda in March 2012 first to bring branded U.S. apparel to the modern 
Peruvian women. Her original approach was quite simple. On trips to North America, she would browse 
through the big U.S. outlet stores (something she would do anyways) and bring home some of the most 
desired Victoria’s Secret, Bath and Body Works, Guess, Nine West or Forever 21 products (see Exhibit 1) 
that she knew were hard to find (and pay for) in Lima. Suitcase management — targeting precisely the 
500 grams in excess of the 23 kilograms (50 pounds) that were allowed — was of the essence. 
 
 
Guerilla Sales via Facebook 
 
When Alva first returned from the United States in March 2012, she had one 23.5 kilogram suitcase full 
of merchandise from the United States, mostly Victoria’s Secret lingerie, bikinis, body lotions and mists. 
But she also brought home stylish handbags, perfumes, make-up and dresses — all products the modern 
Peruvian women would consider unique, exclusive and desirable. Original merchandise from the United 
States always drew attention and ensured a price premium. But with many other travellers likewise 
hauling full suitcases, she had to differentiate herself in a meaningful way. 
 
Alva opened her Mi Tiendecita de Moda Facebook page in late March 2012, sending out friendship 
invitations to all her female companions. On the first day she uploaded several pictures of her products, 
nicely enhanced by design software. Tagging (indicating appearance of a person in a picture) her friends 
who had already accepted the friendship request resulted in numerous pictures displayed on their 
Facebook walls (welcoming page of personal Facebook sites). Word spread quickly. In less than a week, 
she gathered a crowd of more than a thousand friends in her network (see Exhibit 2). 
 
1 All currency amounts are in Peruvian nuevo sol (PEN) unless specified otherwise. The PEN/USD exchange rate was about 
PEN1 = USD0.32 as of June 6, 2015. 
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2017.
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Within the first 24 hours, several people had liked and/or commented on her pictures: “wow, nice stuff,” 
or “cool, is this the original?” Some of them even inquired about how to progress with the purchase. Alva 
was cautious to keep her clients’ privacy though. She said: “I respond with prices and product details only 
through private inbox messages. That ensures their privacy and conveys a personal and professional 
image.” 
 
Exchanging messages was one way of cultivating connections and advancing trust in theviability of her 
new business. Responding fast was crucial because it helped to build her credibility and made her clients 
happy. Response-speed was further important because most of her clients’ purchases were linked to 
impulse buying. Clients who thought too long about the purchase were less likely to buy. At the same 
time, Alva made sure that she announced her ongoing private exchange via publicly visible comments 
such as “Jenny, I sent you a message to your Inbox ” below the photo. Other clients thus knew they 
were not alone in liking and inquiring about these unique new products. Alva commented: “My clients 
liked to be publicly acknowledged for their request. It also helps to encourage other girls go for the 
product they like.” 
 
Alva purposely fostered an image of uniqueness for her apparel products. She put emphasis on the fact 
that she would not offer the same item twice. Uniqueness was a key purchasing criteria for the Peruvian 
women of the upper middle class (see Exhibits 3 and 4). Her clients were used to clearly differentiating 
between mass market clothing merchandise (everyone in school was wearing the same uniform) and 
unique, novel items. After all, many locally manufactured fashion products were widely available and 
broadly distributed, at least in Lima. Alva’s products stood out as foreign and modern. Foreign meant 
mostly U.S. apparel, which was a key factor, since South American fashion mostly followed the U.S. 
trends. Young Peruvians were keen to differentiate themselves through unique U.S. clothing and 
accessories. 
 
The initial success soon resulted in many of the products’ pictures on Facebook carrying a sold stamp or 
footnote. This little gimmick showed prospective clients how fast she was able to turn around her 
merchandise. It was a strong signal to the market that others were buying her merchandise. And they 
bought quickly. It was not rare that the most sought after items were gone within hours. Her sold stamp 
then helped to avoid confusion about product availability, while assuring the uniqueness of her products 
and maintaining an ample product portfolio for online viewing. That was good for promotion. There was 
a feeling of uncertainty every time she had to excuse herself with “sorry, this item is sold” to prospective 
clients. But she continued with her strategy of only one of a kind. Prospective clients learned quickly that 
her store was operational and that they needed to act fast if they saw something nice. Alva said: “After 
realizing my products sold fast, many girls asked me to call them as soon new merchandise arrived, even 
before I posted pictures on Facebook. They promised to come to buy as soon as they got the call. It is 
amazing. They do it! In a matter of hours I have a bunch of girls competing over my products!” 
 
 
The Backend of the Business 
 
After only two more trips to the United States, where she took advantage of the deep discounts in 
Victoria’s Secret outlet stores near New York and Orlando, the suitcase optimization strategy was maxed 
out. Alva had to think about different ways to ensure product uniqueness and delivery. Luckily around the 
time her inventory started to run out, Victoria’s Secret started its online campaign for its second semi-
annual clearance sale. Discounts of 50 per cent were normal, but when product stocks were almost 
completely sold out, they went out with as much as 70 per cent discount. Next to the clearance sales that 
each physical Victoria’s Secret store organized to make room for the new bi-annual collection, the online 
clearance event was very popular. 
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2017.
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It had two distinct advantages for Alva. First, she would post the pictures of the new, recently launched 
products on her website as “coming soon to Peru” items. The amount of interest generated via likes, tags 
or comments would give her an indication of whether to place an order. Second, Alva would sometimes 
(after buying everything she knew she could sell) post the links to the online sales events for her clients to 
select the item they liked. This was part of her personal request business. Both parties could then benefit 
from the accumulated shipping and handling costs that would spread far better over 120 items than over 
three. 
 
Shipping was even free for online purchases that cost more than USD100, but only within the United 
States. Alva knew how to take advantage of this offer. Her friend in the U.S. Midwest could receive her 
package for free and pay the comparatively low postage to forward it to Peru. Reimbursement would be 
handled the next time they met. The free U.S. shipping was a strong incentive to design a new product 
route because the website fees for shipping directly to Peru were substantially higher and the shipping 
itself could be slow and trouble-prone. While this was a solid way to start with small packages, it soon 
became uncomfortable to ask her friend for more and more trips to the post office. 
 
I knew I had to find another way to make this work. I could not continue asking my friend to 
forward packages every week. I talked with some friends in the United States and identified a 
logistics company specialized in the U.S.-Peruvian trade. After some talks over the phone, the 
company owner agreed to import my products on my behalf. He sent them to his office in Peru 
trusting I would pay for the service in Peru once the products arrived. Of course I did. 
 
To develop an alternative arrangement, Alva got in touch with an official importing business to fully 
legalize and strengthen her access to supplies. She would forward the individual shipments to a central 
warehousing and shipment agent in New Jersey and when the next shipment left the agency, it would 
reach her within five days. This made larger shipments viable, had a fixed cost per pound and allowed the 
originally packaged shipments (securely wrapped and properly declared) to be forwarded unopened and 
directly to her. 
 
Still, weight was a concern for most of the products she bought. Since shipping was charged based on 
weight, Alva had to calculate contribution margins for products, based on how much their shipping would 
add to their purchasing costs. Not surprisingly, the lighter products (lingerie, accessories and jewellery) 
came out ahead of the heavier items (body lotions, perfumes and shower gels). But demand for lotions, 
body sprays, hand sanitizers, shower gels and shampoos was steady and clients wanted to repeat their 
purchases. Alva had to find the right balance. 
 
This was not the case for seasonal items such as swimwear. Luckily, as the North American summer 
comes to an end, the Peruvian summer is only about to start. Taking advantage of the reversed seasons in 
the Northern and Southern hemisphere, Alva paid special attention to seasonal discounts. Whenever 
bikinis were not being sold during the U.S. summertime, they became discounted. She mastered the 
timing of presenting the latest designs in seasonal apparel for affordable prices. 
 
Alva was also proactive in trying to secure a license for the opening of a Victoria’s Secret (VS) store in 
Peru. However, that endeavor was quickly shut down by Victoria’s Secret’s corporate headquarters who 
were not interested in setting up stores in Peru. 
 
 
Getting Products to the Clients 
 
On the final sales and delivery side of the business, Alva was approaching her clients from a very 
personal perspective. She would arrange specific meeting points and times with her clients via Facebook, 
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2017.
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either at a popular Starbucks café or in a shopping mall. Clients could then takea look at her products and 
buy directly what they liked. The beauty of this approach was that the clients could see the design and feel 
the quality of the available products. That frequently led to cross-selling and upselling successes. Cash 
purchases ensured immediate payment, although some of her frequent and most profitable clients quickly 
enjoyed a personal line of credit with Alva. 
 
As a special service to only her best clients, Alva went to their offices or private homes. These direct in 
company/home visits resulted often in sales of several hundred dollars for a single trip, but it was also 
tremendously time-consuming. Her best clients rewarded her with reassurance and kind comments: “It is 
so great that you take the time to come to see me and show me your products. That is why I love to buy 
from you!” 
 
A third way to get the products to clients was via the Peruvian postal service or other carrier services in 
Peru. Particularly clients from the provinces outside of Lima appreciated this method. Although they had 
to deposit the purchasing prices plus an estimate for the shipping in advance of product shipment into 
Alva’s bank account, many young ladies ensured their privileged access to high quality merchandise that 
way. Customers often paid a premium even over and above the upcharge that Lima customers happily 
afforded MTM. 
 
Finally, Alva was very creative in setting up guerilla stores over the weekend. The first one of these 
showrooms (see Exhibit 5) was held in a semi-finished new apartment building near the busy shopping 
and main tourist district of Miraflores in Lima. The event was heavily publicized on Facebook and the 
photos of the merchandise that would be on display brought many new clients to the kitchen and living 
room of what soon was to be her older sister’s new apartment. Fresh pastries ensured a warm welcome 
and happy customers — similar to real estate agents enticing clients with the smell of fresh cookies. Many 
curious walk-in customers returned with friends and/or family. Another of these pop-up stores was 
located in the upscale hairdressing salon of one of Alva’s clients who invited her to showcase her 
collection to the clients of the beauty salon. It took a transportable clothing rack, three plastic stools, a 
large wooden board and a white bed-linen to set up this mini presentation. Apart from these unique 
events, several showrooms were set up on a need-to-have basis in Alva’s living room where couches, 
tables and chairs doubled up as presentation surfaces and seating areas. 
 
 
Sales and Profitability 
 
Alva had never intended to become rich with MTM. If that had been her goal, the job offers she had were 
more enticing. Nevertheless, MTM was profitable since its early days. In the first nine months of 2012, 
Alva sold merchandise worth almost PEN40,000, a little shy of USD15,000. Sales were mostly driven by 
her efforts to sell via Facebook (46 per cent), but the showroom events (32 per cent) were also strong 
sales drivers (see Exhibits 6 and 7). Direct in-company visits (16 per cent) and personal requests (6 per 
cent) made up the rest of her 2012 sales. Over time the sales contributions of showrooms outgrew those of 
her online Facebook segment, reflecting Alva’s personal interest and dedication. 
 
Profits were roughly PEN27,000 (USD10,000) for the first nine months of 2012 (see Exhibits 8 and 9). 
That equated to about PEN3,000 per month, and as such was substantially above average income in Lima 
(see Exhibit 10). But it was also below what she could have earned with her skillset at a multinational 
company in Lima. 
 
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In 2014, the last full year of operation, Alva sold products worth a little above PEN140,000 (USD50,000 
at that time) and with a healthy margin of about 75 per cent reached profits of PEN106,000 (USD38,000). 
That was still slightly shy of salary prospects on the competitive job market for internationally educated 
professionals. However, when talking with her friends and family about the subject, Alva remarked: “I 
just really enjoy what I do. I get to travel and shop a lot, meet new people and make them happy. Several 
of my clients are my friends. And the best part is that I get to work whenever I want to. That is really 
worth more to me than the money I could earn elsewhere.” 
 
 
OVERCOMING CHALLENGES 
 
Many online sellers offer fakes. It was initially difficult to explain how MTM would positively set itself 
apart from this trend and the omnipresent distrust against new online shopping opportunities. Prompt 
replies in online exchanges and the option to always physically meet and inspect the product were key 
cornerstones of Alva’s business philosophy. Yet what made the most difference was the initial 
establishing of a track record of happy customers leaving positive comments on product quality, 
uniqueness and Alva’s trustworthiness. Clients shared how pleasant the purchasing experience was, how 
excited they were with their new and original products and how much they could recommend MTM. Alva 
recalled one of her first client’s comments: “Thank you Maria, your store is wonderful and I really like 
your products. I will be back for more as soon as I get paid!” 
 
Conversely, bad word-of-mouth from other online retailers trying to emulate the same business models 
was less of a problem than initially anticipated. Alva judged that it was most likely a function of the 
sizeable market and its strong growth that allowed several similar enterprises to profitably operate 
simultaneously. Some of the original competitors eventually sought Facebook friendship with Alva to 
learn from her unique marketing approach and professionally designed online communication. Other 
competitors asked if they could get a discount for bulk purchases. Overall, relationships with other young 
entrepreneurs in the same niche were friendly. They even respected each other’s pricing schemes, 
although Alva’s new type of promotions was unusual in this young market space. Alva would offer “10 
per cent discount on anything you buy this weekend and an additional 10 per cent if you bring a friend 
who also makes a purchase.” 
 
Logistics worked best in metropolitan Lima, although in the outskirts and densely populated suburbs, 
traffic infrastructure made each visit a day trip. Personal delivery to some key meeting points downtown 
became the method of choice. Alva essentially asked her clients to meet her halfway. Luckily the clients 
living a little outside of the business and tourist centre of Lima were used to travelling there frequently. 
They could often combine their errands with a visit to Alva’s impromptu stores or meeting points. 
 
Stimulating repeat purchases was a challenge that only appeared at a later point in time. Clients would 
often come once and find a product they liked, but would never come back. But as soon as Alva invited 
several clients at the same time and offered homemade pastry and cakes with the private shopping 
experience, a community of clients formed who advised each other on how well certain items would look 
on them. Alva was clever to enlist the help of some of her friends with getting this community started and 
was generous enough to give away free lip gloss and hand sanitizers to her repeat customers who helped 
in developing MTM’s community. 
 
 
GROWING THE BUSINESS OR NOT 
 
Options to take MTM to the next level were as abundant as they were difficult to forecast. Alva recalled a 
few of those options she discussed with a friend: 
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I want to open my own store. I think I could attract more peopleto the business that way and 
become known as a real-world brand, but then again, I would not want to stay there from nine to 
five (or rather nine to nine). Maybe I should just focus on the profitable private shopping for my 
20 top clients? They make up more than 50 per cent of the profits anyways. 
 
Online word-of-mouth communication led to clients asking her to do more of the same: “When are you 
bringing us new handbags?” or “How long until you sell the new bikini collection by VS?” Some girls 
were also thinking of their partners: “Do you plan on offering fashion for males as well? My boyfriend 
needs a new outfit.” These were only some of the options, next to taking on employees and growing the 
online sales in the provinces. 
 
And then there was the option to collaborate with the venture capitalist (VC) investor Martinez who 
seemed so eager to learn more about her business. Martinez had 12 years of experience in the fashion 
retail industry with local warehouse giant Saga Fallabella and another six years with international VCs. 
During a phone call, Martinez had offered to collaborate with Alva and proposed to invest into her 
business. He also offered to contribute his expertise for the purpose of growing Alva’s business approach 
as a complementary online channel for the established retail brands. He painted a rosy picture of the 
future of e-commerce in Peru and wanted to share in Alva’s expertise and client base. Alva was not so 
sure if that was what she wanted, but either way, Martinez’s connections to the local fashion world were 
of immense interest to her. 
 
 
DECISION TIME 
 
With so many options swirling around in her head, Alva had to organize her mind to concentrate. She 
knew that notwithstanding her success, MTM was going through a critical transition phase. MTM was on 
the verge of taking up most of her time and already had grown out of its infant stages several months ago. 
Demand was solid with her client base on Facebook growing healthily. Alva was pondering whether to 
continue her business as it was or to grow it further. Deciding how to grow it was one of the most difficult 
questions. 
 
While Alva kept avoiding these decisions, the phone call from Martinez forced her to make up her mind. 
She felt that any sort of collaboration that shared the workload was most welcome. She also liked the 
long-term prospects. Timing was as good as it would get. For the third time that day, Alva fought the urge 
to put up her feet and close her eyes for a few moments. Instead she went to work on mapping out the 
future of MTM. 
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EXHIBIT 1: SELECTED PRODUCTS ON SALE 
 
Source: Company files. 
 
 
EXHIBIT 2: PERUVIAN FACEBOOK USER PROFILE — 2014 
 
 99% of the total population (8-70 years old) has a Facebook account. 
 More than 50% of Facebook users are between 18 and 35 years old. 
 66% Facebook users are single. 
 Total average connection time is more than two hours per day. 
 Main activities in Facebook are exposure of lifestyle, expression of opinions and exploration. 
 Young students from the socioeconomic level A and B spend an average of seven hours per day. 
 
Source: Ipsos, “Perfil del Facebookero,” September 2014. 
 
 
EXHIBIT 3: DEMOGRAPHIC AND ECONOMIC INDICATORS FOR PERU 
 
2011 2012 2013 2014 2015 (est.) 
Real GDP Growth (% growth) 6.5 6.0 5.8 2.4 4.1 
Inflation (% growth) 3.4 3.7 2.8 3.2 2.7 
Population Aged 65+: January 1st 
(‘000) 1,812.3 1,875.6 1,942.0 2,011.9 2,083.9 
Population Density (persons per 
square kilometre) 23.1 23.4 23.7 24.0 24.3 
GDP Measured at Purchasing 
Power Parity (international dollar 
million) 
308,865.0 333,124.5 356,694.5 370,698.4 391,409.8 
Consumer Expenditure (USD 
million) 103,543.7 118,976.2 125,836.4 129,485.0 135,743.9 
Annual Gross Income (USD 
million) 124,810.1 143,498.4 151,941.1 156,524.0 164,186.9 
Annual Disposable Income (USD 
million) 104,677.2 120,221.0 127,196.5 130,952.4 137,254.5 
 
Source: Euromonitor international (2015). 
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EXHIBIT 4: SOCIOECONOMIC DISTRIBUTION IN LIMA (BY HOUSEHOLD) 
 
 
 
 
 
 
 
 
 
 
Note: NSE= Nivel Socio-Economico = Socio economic level 
Source: Ipsos, “Perfiles socioeconómicos 2013,” July-August 2013. 
 
 
EXHIBIT 5: SHOWROOM ORGANIZED BY MI TIENDECITA DE MODA 
 
 
Source: Company files. 
2013 
 
A 5.2% 
 
B 
18.5% 
 
C 
38.4% 
 
D 
30.3% 
 
E 
7.6% 
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EXHIBIT 6: SALES DATA 2012-2014 
 
2012 
(9 month) 
Change 
2012-13 
% 
2013 
Change 
2013-14 
% 
2014 TOTAL 
PEN % PEN % PEN % PEN % 
Showroom 
events 12,584 32 161 32,817 39 80 58,922 42 104,323 39
Facebook 
online 18,542 46 95 36,086 42 43 51,482 37 106,110 40
Direct in 
company 
visits 
6,315 16 100 12,613 15 93 24,315 17 43,243 16
Personal 
requests 2,452 6 38 3,385 4 81 6,123 4 11,960 5
TOTAL 39,893 100 84,901 100 140,842 100 265,636 100
 
Source: Company files. 
 
 
EXHIBIT 7: SALES BY SEGMENT (%) 
 
Source: Company files. 
 
 
EXHIBIT 8: PROFIT DATA 2012-2014 
 
 
2012 
(9 month) 
Change 
2012-13 % 2013 
Change 
2013-14 % 2014 TOTAL 
PEN % PEN % PEN % PEN % 
Showroom 
events 10,067 37 167 26,910 44 86 50,084 47 87,061 45 
Facebook 
online 11,125 41 108 23,095 38 49 34,493 32 68,713 35 
Direct in 
company visits 4,863 18 87 9,081 15 106 18,723 18 32,666 17 
Personal 
requests 1,226 4 33 1,625 3 96 3,184 3 6,035 3 
TOTAL 27,281 100 60,711 100 106,484 100 194,475 100 
 
Source: Company files. 
32%
39%
42%
39%
46%
43%
37%
40%
16% 15%
17% 16%
6%
4% 4% 5%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
2012 2013 2014 TOTAL
Showroom events Facebook online Direct in company visits Personal requests
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2017.
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EXHIBIT 9: PROFIT BY SEGMENT (%) 
 
Source: Mi Tiendecita de Moda (2015) Internal Details. 
 
 
EXHIBIT 10: AVERAGE MONTHLY INCOME IN PERUVIAN NUEVOS SOLES (PEN) 
Level Income 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 
Peru Total 667.99 673.88 722.78 790.61 884.95 954.98 971.90 1,057.97 1,141.11 1,176.06
Peru Female 522.61 544.86 576.83 632.33 656.75 735.69 737.66 819.33 895.98 935.35
Lima Total 964.01 994.42 1,042.50 1,091.70 1,210.50 1,280.71 1,253.65 1,368.03 1,486.98 1,526.46
Lima Female 739.41 811.60 839.76 867.27 896.33 1,000.19 989.80 1,087.56 1,211.27 1,265.49
 
Note: USD1=PEN3.12 as of April 17, 2015. 
Source: Instituto Nacional de Estadística e Informática - Encuesta Nacional de Hogares, 2013. 
 
 
 
37%
44%
47%
45%
41%
38%
32%
35%
18%
15%
18% 17%
4% 3% 3% 3%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
2012 2013 2014 TOTAL
Showroom events Facebook online Direct in company visits Personal requests
This document is authorized for use only in CATALINA RODRIGUEZ's ESTRATEGIA DE MARKETING APLICADO course at Universidad de los Andes - Chile, from August 2017 to December 
2017.