2026-04-28T13:19:18Zhttps://riubu.ubu.es/oai/request

oai:riubu.ubu.es:10259/111052025-12-18T01:05:36Zcom_10259_9622com_10259_5086com_10259_2604col_10259_11032

Matos Cámara, Rafael Fabricio 68b02cce-a7dc-43dd-8c81-9ada65f07690 600 Ochoa Hernández, Magda Lizet f501ab7e-a8bd-49f5-9949-6b8aa4780de0 600 Huerta Zavala, Pilar Angélica 287 600 0000-0001-8032-8628 2025-11-26T08:55:59Z 2025-11-26T08:55:59Z 2021 978-3-030-83285-8 978-3-030-83286-5 https://hdl.handle.net/10259/11105 10.1007/978-3-030-83286-5_24 Oxxo is a Mexican chain of small-format convenience stores owned by FEMSA. Over the course of 30 years, it has managed to satisfy the daily needs of its customers with stores in the Mexican Republic and in other Latin American countries. Corporate social responsibility and social marketing actions are part of its business culture: investing in communities, respecting cultural diversity and reducing environmental impacts through sustainable business practices—all of these activities are part of the chain’s objectives. In this continuous effort to be a more environmentally and socially responsible organization, they have developed social marketing actions with programmes aimed at serving three strategic areas of action: collaborators (employees), society and the environment. In this case, we will focus on a strategic area of society: improving the quality of life of people through an environmental awareness programme called ‘Good Neighbour’. Although the programme involves activities focused on ecological education, reforestation, recycling, rehabilitation of public spaces and the promotion of health and sports, we focus here on reforestation, which seeks to reduce environmental problems and generate an awareness of change while improving the current conditions in the society where it operates. The main achievements of Oxxo are shown, together with the active role of the community involvement in this type of action. application/pdf eng Springer Applied social marketing and quality of life: Case studies from an international perspective, 393–403 https://doi.org/10.1007/978-3-030-83286-5_24 Quality of life Environmental impact Social marketing Retail Awareness raising Marketing social Social marketing Social Marketing Actions in Small-Format Convenience Stores: The Case of Oxxo in Mexico info:eu-repo/semantics/bookPart info:eu-repo/semantics/acceptedVersion info:eu-repo/semantics/openAccess 393 403 THUMBNAIL Matos-Caso_OXXO_Mexico_2021.pdf.jpg Matos-Caso_OXXO_Mexico_2021.pdf.jpg IM Thumbnail image/jpeg 6438 https://riubu.ubu.es/bitstream/10259/11105/3/Matos-Caso_OXXO_Mexico_2021.pdf.jpg db934beaaeeb1e36bb77c3d1393889c3 MD5 3 Matos-Caso_OXXO_Mexico__2021.pdf.jpg Matos-Caso_OXXO_Mexico__2021.pdf.jpg IM Thumbnail image/jpeg 4502 https://riubu.ubu.es/bitstream/10259/11105/5/Matos-Caso_OXXO_Mexico__2021.pdf.jpg 03ec22625d8c762ea1c1db5c64694383 MD5 5 LICENSE license.txt license.txt text/plain; charset=utf-8 1362 https://riubu.ubu.es/bitstream/10259/11105/2/license.txt 5d013bfa6e473ff0db22cd82a4d71a70 MD5 2 ORIGINAL Matos-Caso_OXXO_Mexico__2021.pdf Matos-Caso_OXXO_Mexico__2021.pdf application/pdf 361730 https://riubu.ubu.es/bitstream/10259/11105/4/Matos-Caso_OXXO_Mexico__2021.pdf c7992649cea8d74bdd7c76cb0ded42db MD5 4 10259/11105 oai:riubu.ubu.es:10259/11105 2025-12-18 02:05:36.646 Repositorio Institucional de la Universidad de Burgos bubrep@ubu.es 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