In August 1996, the entry into Lima, decision that becomes concrete in April 1997. That action was favored by the arrival of the phenomenon of the child, in the summer of 1998, because the heat season prolongo significantly and with it the levels of sales of soft drinks. In addition, the dispute among the great Coca-cola and Inka Kola, allowed to Kola Real start to grow without generating major concern to traditional marks. The culture of the todistas the international strategy of Kola Real, is what is known as the concentration. A company (Kola Real) is directed towards a group of buyers who are underserved by the todistas (businesses running strategies for the entire market, such as Coca-Cola). The company concentrated (Kola Real) not seeking an advantage strategic on the todistas in the market, seeks it in a group of buyers (niche) of that market (those of low economic resources), have minimal interest in them.

This strategy rest on: neglect and indifference of the large companies installed, and the fact that structures (both operational and strategic) prevent the todistas to well serve certain market segments or certain territories. Likewise some segments of consumers are willing to sacrifice certain attributes and benefits offered by the products of the todistas, in exchange for a better price. International production in 1999 the group entry to Venezuela, attracted by the size of that market (three times more bigger than the Peruvian), the existence of similar to the Peru consumption habits and the fact that only 3% of the market was commercialized in plastic containers. In 2001 they enter Ecuador, I try initially to a projection of the plant in Sullana. Mexico: The next international goal proposed for 2002, the company was the second largest market in the world. In Mexico, the megaplanta of Ajemez is located on the outskirts of the city of Puebla.