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This paper aims to study the effect of the COVID-19 economic slowdown on the restaurant industry in Jalisco, Mexico, identifying business-specific variables that improve/worsen restaurants’ odds of permanent closure.

The data of a randomized survey on 438 restaurants conducted in October 2020 in Jalisco, Mexico, are analyzed using a binary logistic regression model in which the dependent variable depicts the perception of the restaurant owner regarding the possibility of closing the business for good because of COVID-19.

Layoffs and large year-on-year drops in sales increased the odds of permanent closure by 12.7 and 5.5 times, respectively. At the same time, being a small business had a protective effect against closure. For instance, a restaurant with 6 to 10 employees and 11 to 20 seats, respectively, had 87.9% and 45.1% lower odds of permanent closure than a different-sized restaurant. There is also an element of legacy in restaurant resilience. Every year the business has been open, it has 2.5% lower odds of permanent closure.

These results call for government financial support to the restaurant industry in extreme financial distress and help to understand the business-specific characteristics of resilient restaurants when liquidity vanishes, such as in the COVID-19 economic crisis.

This study fills a gap in the literature regarding the effect of COVID-19 on the restaurant industry in Mexico, which is scarcely studied. Moreover, it analyzes data collected in the recovery period after the first wave of COVID-19, providing a unique scenario to study critical variables for the resilience of restaurants.

Este documento estudia el efecto de la desaceleración económica de COVID-19 en la industria de restaurantes en Jalisco, México, identificando variables específicas del negocio que mejoran/empeoran las probabilidades de cierre permanente de los restaurantes.

Los datos de una encuesta aleatoria sobre 438 restaurantes realizada en octubre de 2020 en Jalisco, México, se analizan utilizando un modelo de regresión logística binaria en el que la variable dependiente representa la percepción del propietario del restaurante con respecto a la posibilidad de cerrar el negocio para siempre debido a COVID-19.

Los despidos y las grandes caídas interanuales en las ventas aumentaron las posibilidades de cierre permanente en 12.7 y 5.5 veces, respectivamente. Al mismo tiempo, ser una pequeña empresa tenía un efecto protector contra el cierre. Por ejemplo, un restaurante con 6 a 10 empleados y de 11 a 20 asientos, respectivamente, tenía 87.9% y 45.1% menos posibilidades de cierre permanente que un restaurante de diferente tamaño. También hay un elemento de legado en la resiliencia de los restaurantes. Cada año que el negocio ha estado abierto, tiene un 2.5% menos de posibilidades de cierre permanente.

Estos resultados respaldan la necesidad de apoyo financiero del gobierno a la industria restaurantera en periodos de dificultades financieras extremas y ayudan a comprender las características específicas de los restaurantes resilientes cuando la liquidez desaparece, como en la crisis económica de COVID-19.

Este estudio llena un vacío en la literatura sobre el estudio del efecto del COVID-19 en la industria de restaurantes en México, que apenas se ha estudiado. Además, analiza datos recolectados en el período de recuperación después de la primera ola de COVID-19, proporcionando un escenario único para estudiar variables clave para la resiliencia de los restaurantes.

Este artigo estuda o efeito da desaceleração econômica COVID-19 na indústria de restaurantes em Jalisco, México, identificando variáveis específicas do negócio que melhoram/pioram as chances de fechamento permanente dos restaurantes.

Os dados de uma pesquisa randomizada com 438 restaurantes realizada em outubro de 2020 em Jalisco, no México, são analisados por meio de um modelo de regressão logística binária em que a variável dependente retrata a percepção do dono do restaurante sobre a possibilidade de fechar definitivamente o negócio por causa da COVID-19.

Demissões e grandes quedas ano a ano nas vendas aumentaram as chances de fechamento definitivo em 12,7 e 5,5 vezes, respectivamente. Ao mesmo tempo, ser uma pequena empresa teve um efeito protetor contra o fechamento. Por exemplo, um restaurante com 6 a 10 funcionários e 11 a 20 lugares, respectivamente, teve 87,9% e 45,1% menos chances de fechamento permanente do que um restaurante de tamanho diferente. Há também um elemento de legado na resiliência dos restaurantes. A cada ano que o negócio é aberto, tem chances 2,5% menores de fechamento definitivo.

Esses resultados pedem apoio financeiro do governo para o setor de restaurantes em extrema dificuldade financeira e ajudam a entender as características específicas do negócio de restaurantes resilientes quando a liquidez desaparece, como na crise econômica COVID-19.

Este estudo preenche uma lacuna na literatura sobre o estudo do efeito do COVID-19 na indústria de restaurantes no México, que é pouco estudado. Além disso, analisa dados no período de recuperação após a primeira onda de COVID-19, fornecendo um cenário único para estudar variáveis-chave para a resiliência dos restaurantes.

The student will examine from a systemic perspective qualitative information from a company to propose improvements to its business model.

After working for more than 10 years with a global company, in January 2006 the Guadalajara-based jewelry SME, Divine Jewelry Co. (DJC), was facing liquidity problems, overstock and a debt from a bank loan, among others. The planned expansion of DJC, a family business founded in 1980, had resulted in just the opposite. Daniel, the owner and CEO of DJC, was determined to reverse the company's precarious situation as soon as possible. Some of the questions he asked himself centered on what actions he should take to pay off liabilities and try to survive in the industry his business had held a place in for 25 years. Daniel wondered whether, to pay off debts and have sufficient liquidity to have working capital and move forward, it would be enough to make efforts to recover those clients they had stopped serving, along with getting new ones. In addition, he thought it was necessary to formulate a plan to use the remaining proceeds from the sale of the property if they had to dispose of it. The case is about analyzing the strategic management of a company, specifically its business model, considering the context of its industry. The case also illustrates the problems that arise from focusing on serving a single client.

The case “Divine Jewelry Co: From Expansion to Survival” has been designed to be used by university students in initial management or strategic management courses on the following topics: Business modelsPorter's Five Forces ModelFormulation of strategies

Teaching notes are available for educators only.

CSS11: Strategy.

This paper aims to focus on the evolution of nonprofit cultural institutions in Mexico and their relationship with Spain, regarding the four traditional elements of a marketing mix. Specifically, this paper examines marketing advancements in the digital environment, placing emphasis on the virtual exhibition Códices de México: Memorias y Saberes, as well as the marketing activities related to prehispanic and novohispanic codices between 2010 and 2022.

The first part of the present study provides a chronological framework based on the four components of a marketing mix, illustrating the transition of Mexican and Spanish public cultural institutions from their foundations to current times. It particularly provides insight into their recent accomplishments in the digital environment, underscoring potential networking areas. The second part offers an in-depth examination of the exhibition Códices de México: Memorias y Saberes (INAH 2015) and a review of digital sources from Mexican government entities to investigate marketing activities related to prehispanic and novohispanic codices.

Due to the historical approach used to document the transition of nonprofit cultural institutions in Mexico and Spain to the digital era, this article sheds lights on co-joint efforts in the digital marketing domain around prehispanic and novohispanic codices. Additionally, it illustrates the activities used by Mexican cultural institutions during the past two decades to disseminate knowledge on codices.

Regarding the methodological aspects of using historical resources through digital archives, this study solely comprised marketing activities reported in the records available on the official portal of cultural institutions.

This study argues for the utility of the four components rooted in a traditional marketing mix as a tool to illustrate the evolution of marketing practices within the cultural heritage domain. It also highlights the role played by cultural institutions in Mexico and Spain in the digital environment to strategically network around cultural heritage. Additionally, it sheds light on the implementation of methods for presenting Mexican codices grounded in virtual terrain.

This paper aims to present a model to incentivize sustainable performance (SUP) in small- and medium-sized tourism by strengthening inner relations to adapt to a complex environment.

The authors adopted the systemic approach complementing analytic, tourism, partial least squares path modeling (PLS-PM), social network analysis (SNA) and systemic approach tools as follows: frame the problem through the soft systems methodology and SNA and identify the conflicting relationships; apply PLS-PM to validate the model; and propose new interactions for small- and medium-sized enterprises conducive to SUP based on the viable system model.

Considering the results, the authors pinpointed factors and relationships managers can address to foster SUP, highlighting the need to reinforce feedback loops and reduce inconsistencies between primary operations with coordination and management mechanisms.

This work is limited to the organizational domain. Although the results apply to the Mexican context, this could be overcome using methodological complementarity to extend the ideas to other organizations.

This study invites discussing methods and viewpoints for rethinking SUP because of multiple factors. This requires adopting methodological complementarity to generate alternatives and reconfiguring inner organizational interactions.

The model captures minimum but sufficient components advising leaders about SUP. This proposal differs from previous studies because it suggests exploiting methodological complementarity to capture the insights of key operative actors to conceive the model. Hence, the authors suggest new relations among organizational factors so managers can develop strategies for adaptability.

Family–school partnerships are an essential component of the special education process for children with disabilities. Notably, recent legislative reauthorizations of IDEA (2004) have focused on increasing parent involvement. For many parents, participation occurs primarily through the individualized education program (IEP) meetings. Parent involvement often includes parent advocating for their children. However, many parents face barriers when advocating to obtain appropriate special education services for their children with disabilities. Culturally and linguistically diverse families face greater systemic barriers (e.g., language and cultural differences) to access services for their own children with disabilities. School professionals can foster opportunities to help families be active members of the IEP process. For example, school professionals should connect families with resources to learn about their special education rights. Specifically, school personnel can encourage families to reach out to their local Parent Training and Information (PTI) Center to be educated and empowered to advocate for services. In addition, parents can be encouraged to attend parent advocacy programs to help increase knowledge, advocacy, and empowerment to access and advocate for services for their own children. Advancing the values of working with parents of students with special education needs is discussed.