elpais.com
Choví: From Family Aioli Maker to European Sauce Operator
Choví, a Spanish company with over 70 years of history, has grown from a small family business selling alioli sauce to a major player in the European sauce market, with sales reaching €72.7 million in 2024 and plans to reach €100 million by 2027.
- What are Choví's future plans and prospects for continued growth?
- Choví aims to reach €100 million in sales by 2027, expand its presence in the European market both organically and through acquisitions, and increase the international presence of its ready-meal subsidiary Jotri. A new factory opening in 2026 will support increased production capacity.
- What is the main factor behind Choví's remarkable growth and expansion?
- Choví's success stems from a combination of factors: the consistent popularity of its alioli sauce, successful product diversification beyond alioli, strategic investments in new packaging and technology, and a proactive approach to international expansion. This has resulted in sales in 95% of Spanish supermarkets and over 32 countries.
- How has Choví's strategy evolved over time, and what challenges has the company faced?
- Initially, Choví focused on expanding its product range, launching 5-10 new products annually. However, this proved unsustainable. The company shifted to a more focused strategy, emphasizing innovation and appropriate pricing, and concentrating on its core brand, which accounts for 85% of sales. A key challenge was the generational shift in leadership, requiring significant changes to professionalize the company.
Cognitive Concepts
Framing Bias
The article presents a largely positive portrayal of Choví, focusing on its growth, success, and future ambitions. While challenges are mentioned (e.g., failed product diversification strategy), they are framed within a narrative of overall progress and resilience. The headline (if any) would likely reinforce this positive framing. The emphasis on financial figures and expansion plans contributes to this positive narrative.
Language Bias
The language used is generally positive and celebratory, particularly when describing Choví's achievements and growth. For example, terms like "éxito" (success), "exponencial" (exponential), and "buena marcha" (good progress) are used frequently. While factual, these words carry a positive connotation that could influence the reader's perception. Neutral alternatives might include 'growth,' 'increase,' and 'positive development.'
Bias by Omission
The article lacks critical perspectives on Choví. There's no mention of potential downsides to its rapid expansion, environmental impact, labor practices, or comparisons with competitors beyond sales figures. While some challenges are discussed (e.g., failed product launches), they are presented as minor setbacks in an overall success story. Omitting these perspectives may limit the reader's ability to form a fully informed opinion.
False Dichotomy
The article presents a somewhat simplistic eitheor scenario when discussing the generational shift within Choví: either professionalize the company or sell it. While this choice was significant, other potential options or outcomes are not explored. This could lead readers to overlook the complexity of such a transition in a family business.
Gender Bias
The article focuses primarily on the male figures in the Choví family, with Enrique Choví's ambitions and leadership receiving significant attention. While Vicente Choví is mentioned, the role of women within the company, if any, is not discussed. This unbalanced focus might reinforce a perception that the business world is predominantly male.
Sustainable Development Goals
The article showcases Choví's significant economic growth, job creation, and expansion, directly contributing to decent work and economic growth. The company's increase in revenue, employee count, and international presence exemplifies positive impacts on the SDG.