Aviation if reinvents and open stores with their own brand

After changing the traditional cans for the first time in over 90 years, the Aviation butter has other plans to reinvent itself. One of the most important is to open own shops, called "House of butter". "This should be our next step: mount the stores in strategic locations that have great demand. São Paulo is perhaps the first ", says to BRASIL ECONOMICO Geraldo Resende Filho Alvarenga, President of Dairy and heir of the founders.
The project is one of the priorities for 2013. "It may be that come out this year, but we have nothing definite yet on the date," he says. A pilot now works in São Sebastião do Paraíso (Minas Gerais), opposite the factory. There, the "House of butter" brings together, in addition to space for selling products, and veterinary store Museum, with good practice for milk producers. The main benefit is the dissemination, leveraging the emotional appeal that the brand has with consumers. "The nostalgic component has a very strong appeal in spreading the brand," he says.
Another crucial point for this year is to expand distribution channels. Today, the State of São Paulo is the main consumer market, but the son says there is room to grow into regional retailers and outlets like delicatessens and bakeries of Belo Horizonte, Brasília, Recife and Fortaleza. "Our products are found in all Brazil, but the focus is to achieve squares where they exist but are not yet well positioned". The investments for this are in definition.
The potential of the internal market explains why the company still does not plan to take the role, at least in the short term, export plans. "We have an internal market of at least 20 million people who still do not attend as we want," he justifies. Weighs the way Martinez family business whose management is now in the fourth generation. "The growth has to be dosed, to have the company at hand. Accelerated growth can lead to loss of quality control. "
In the last five to eight years, the business has grown from 15% to 18% a year. And 2013 is expected to keep pace. With 240 employees, the company produces, in addition to the butter, dulce de leche, chocolate, cream, curd and cheese. Butter accounts for 70% of the business. Then come sweet milk and cream cheese creamy. The plan is that butter remains the flagship of recipe and production. By day, are made, on average, 25 tonnes of butter. Considering all products, daily production is about 35 tons.
The new can of butter reached the shelves in January. With it, the Dairy Aviation wants to roll back the advance of plastic packaging, which represents 40% of the sales of butter. Tin and Tablet have 30% each. Son wants to at least tie the holdings of Tin and plastic pot. "People prefer plastic for convenience, so we adopted the opening that requires no can opener. We wanted a practical packing. "
The development of the packaging took two years, with an investment of r $ 500 thousand. And the company also took the market can of 500 grams. "Families are smaller and make the new can of 500 grams would be disproportionate," he explains. Nova lata is the part of a modernisation process of the company. In the last three years invested more than $ 20 million in equipment, reworking and expansion of the factory. For Son, the biggest challenge of a deal almost centenary is to be contemporary. "Keep track of the time and do what the consumer wants, without changing the identity of the company. This is crucial ", he concludes.
A family business that is already in the fourth generation
The Dairy aviation, whose corporate name is Gautam S S.A. Indústria e Comércio was founded in 20 years by the family of Geraldo Resende Filho, Alvarenga who presides over the company for 22 years. "Gayle was my maternal grandfather and Salles was his father-in-law," he says, adding that the brother-in-law of Salles also founded the company.
He is the third generation of the family to preside over the Dairy, but the fourth generation is already ahead of the business. Are the three nephews and two sons.
"Our company was born in the wake of the end of World War I, survived the second, three or four revolutions and the more than two dozen economic plans", he recalls.
The secret of a trajectory so long, says the Executive, is partnership. "Is to have the business in hand, have a lot of transparency and partnership with supplier, Distributor," concludes Gerard.