PIL Bolivia CEO: 'We Chose to Grow the Market, Not Just Dispute Share'

Daniel Aguilar Cabrera, CEO of PIL Bolivia, reflects on the company's significant transformation over two decades, evolving from a focused dairy industry into one of Bolivia's leading food companies. He notes that the pace of business has accelerated, demanding constant adaptation to shorter business cycles, evolving consumer preferences, and rapid technological advancements. Aguilar stresses that companies today must do more than produce goods; they must create value for employees, suppliers, communities, and the nation, emphasizing a long-term vision as a key differentiator.

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The rhythms have changed. Business cycles are getting shorter and shorter, forcing companies to evolve permanently. Consumers change, new technologies emerge, and decisions are made practically in real-time. Today, a company must interpret those changes quickly to remain competitive.

Aguilar explains that while milk remains PIL's core product, the company's understanding of the consumer has broadened. This led to the development of new product categories using national raw materials, expanding PIL's offerings to over 350 products. The company now reaches more than 40,000 points of sale, estimating it touches the lives of over 80% of the Bolivian population. This diversification strategy aims to accompany consumers through various consumption moments.

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Companies no longer just produce goods; they also create value for their collaborators, suppliers, communities, and the country. That long-term vision is what makes the difference.

Despite leading the dairy market, Aguilar acknowledges that market leadership alone does not guarantee growth, especially amid Bolivia's challenging economic climate. PIL's strategy focuses on expanding the overall market for nutritious foods rather than solely fighting for existing market share. Aguilar believes Bolivia holds immense potential for increased consumption of healthy foods and improved dietary habits. This involves continuous innovation, developing products for different consumption occasions, and actively engaging in nutrition education to foster healthier eating patterns across the population.

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Leadership, by itself, does not guarantee growth. As a leading company, we have two paths: dispute market share or grow the market. We chose the latter, because we believe Bolivia still has enormous potential to increase the consumption of nutritious foods and improve eating habits.

Reflecting on the difficulties of doing business in Bolivia, Aguilar shares that PIL has navigated numerous challenges over its history. These include social conflicts, the supply chain disruptions caused by the pandemic, and the current complex economic environment. He states that the company has learned to adapt and make decisions through each phase, underscoring the resilience required to build a sustainable business that endures beyond favorable times.

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In more than two decades, we have learned that no company can be built thinking only about favorable moments. We have had to go through social conflicts, a pandemic that tested the entire supply chain, and, more recently, a complex economic context. Each stage has forced us to adapt, make decisions.