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Small and Medium Enterprises in Mexico and the Craft Beer Sector in Baja California: Dynamic Capabilities, Culture, and Innovation

This article studies how Small and Medium Enterprises (SMEs) operating in emerging economies implement adaptative strategies to respond to constant changes in demand and global uncertainties, such as those stemming from the current SARS-COV2 pandemic. In this study the knowledge management capabilities used by SMEs in the craft beer sector in a region of northern Mexico are the focus of analysis. The objective is to present the competitive capabilities that craft beer sector has demonstrated in Baja California region and how small companies compete with the national industrial brewery and survive. Sources are data from a sample of companies and interviews with brewery owners, with which the analysis approaches, also, the Baja California business environment. The article highlights the routes of creativity, innovation, and symbolic capital of the companies in the region, and uses ideas from dynamic capabilities and knowledge management theoretical frameworks, to understand the craft brewery milieu. The conclusions in this article include the confirmation about the usefulness of these analytical frameworks based in the capabilities approach and the territorial knowledge. Also, the description of the existence of a complex Baja Californian milieu, where a multimodal scheme of craft beer characterized by different places of distribution and types of beer container, food-districts, at Mexicali, Tijuana, and Ensenada and a second generation of entrepreneur groups leading local business, is identified.


Introduction
The evolution of the global economy is forcing companies to adopt new strategies in the short and medium term. While the more vulnerable a national economy is, the firms must implement more aggressive actions to resist and survive. Given this situation, it is necessary to question if small and medium enterprises are a group that corresponds to the apparently least, resistant, excluded and most vulnerable sector in the innovation process. This article contributes to indicate the complexities involved in such an assumption, and how competitiveness can be represented with different models of entrepreneurship, with the case study approach of the craft brewery in Mexico and the analytical tool of theoretical frameworks from the dynamic knowledge management capabilities approach (Penrose [1959] 1995, Verona and Ravasi 2003, Adner 2003, Aguilera 2020).
The main research questions guiding this research have been: should the apparent fragility of SMEs be analyzed as a homogeneous situation in the emerging economies? Can the recent boom of SMEs in the craft beer industries in Mexico help understand new routes of competitiveness? The hypotheses are that the apparent universal fragility of SMEs is not that general neither homogeneous, because the competitive capacities depend on territorial aspects and temporal changing dynamics. Also, on the owners´ management and knowledge capacities, which gives an increase to dynamic and geographical differentiable competitive capabilities.
The statistics of the craft beer sector and the testimonies of owners in the northern border of Mexico refer to dynamic innovation processes. Some findings are to highlight: the territorial and cultural aspects associated with management and knowledge around the craft beer process; the symbolic business capital emboldened in the craft brands; the craft beer connection to the regional gastronomic sector; the owners' aspirations and intentions closely associated with In Latin America, the type of risks experienced by Latin American SMEs in the startup phase is not precisely known. This situation is associated, in most countries, with a lack of records of these groups of businesses. This situation is contradictory in countries like Mexico where 97% of businesses correspond to those with less than 250 employees. Despite this, there seems to be a consensus among various institutions that SMEs are vulnerable, and their lifespan is short. OIT (2009) reports that the survival rate of micro and SMEs is higher in Europe, between 75-77% in the two first years. While even though there is no consolidated information to Latin America, this institution refers to the survival rate of 45% in three years. Molina-Ycaza and Sánchez-Riofrío (2016, 27) consider the Economic Commission for Latin America and the

Caribbean (ECLAC) reports about the disadvantageous conditions of micro and SMEs in Latin
America and emphasize: "growth for this group of companies is a long road that not all go through since there are many that close shortly after opening". Also, Lederman, Messina, Pienknagura and Rigolini, call attention to entrepreneurship in Latin America forewarning that: Given a skill set wages are higher in the most productive companies, which are also often the largest, around the world. For example, in LAC, medium-size companies pay salaries that are 20-40 percent higher than those of small companies; likewise, large companies pay salaries that are 30-60 percent higher. (Lederman et al. 2014, 2) For these authors, the entrepreneur makes the difference, in the "medium and large companies, which are generally run by the most dynamic entrepreneurs, are also the ones most likely to innovate in different ways" (Lederman et al. 2014, 2). Therefore, if: "behind the most dynamic and productive companies-those that innovate, whose production is expanding and whose job creation rate is relatively high-there are creative entrepreneurs" (Lederman et al. 2014), it is important asking for the differences between How an entrepreneur selects ideas to startup an innovator small business specialized in craft beer? And how an entrepreneur uses its social and symbolic capital to configure entrepreneurial networks and innovate?
The discussion about the history of companies that arise and survive, especially SMEs, must focus on entrepreneurship as a multidimensional problem. Because "simple definitions do not refer to the heterogeneity of innovative actions that this phenomenon encompasses" (Lederman et al. 2014) New companies that do not innovate can be excluded from the entrepreneurship analysis, missing their experiences. For many Latin American countries, the SMEs relevance lies in generating employment, and not in the shift and share into innovation systems either. Also, SME reports have different scopes. In Argentine, a study carried out in 1996 by the FIEL, the total SMEs (less than 50 employees) represented for this year 99.2% of all units. This analysis found that SMEs have a low impact caused by government policies to improve their position and competitive conditions. One reason was that "beneficiaries of industrial promotion and the recipients of public credits corresponded to larger companies in the majority" (FIEL 1996, 308). In Mexico, SMEs have been followed recently by the government. Since 2015 a survey was elaborated to know about the competitiveness of small companies The results have been published twice and allow to know the weakness and vulnerability of business.
Based on recent fieldwork, innovation adopts different levels in SMEs. 1 This situation can be related to the sector and founder's aspirations, the innovation of retail commerce activities being 1 Between August 2018 and February 2019, semi-structured interviews to entrepreneurs were carried out. Ten companies with less than 10 employees were selected, including craft breweries in Baja California. With an intentional non-probabilistic sample, the objective was to obtain qualitative information on the enterprises in different cities of Latin America (Buenos Aires, Neuquén, Asunción, Tijuana, Ensenada). The questions were about the start of the ventures, innovation, business plan and financing. out of an innovation plan. This business renews used furniture intervening in an artistic way. When the intervention finished the furniture starts the second cycle of life and can be sold. Since the beginning, the store was formally established but not as a commercial firm. In 2019 the founders dissolved their informal society, but the original idea has been continued by one of them. For two years the business has maintained the same level of sales and growth medium-low level. In the summer of 2020, the founder has received a proposition to expand her business with a second store. innovation capabilities developed by the founder The sale of handicrafts of Argentine and Uruguayan origin in the city of Neuquén, in southern Argentina, is a business that is sought like a needle in a haystack because this place is not a tourist destination. The entrepreneur of one of these businesses, located in a little mall, decided to start up the store responding to the increasing arrival of foreign workers who demanded local products from the region such as mate, jams, and honey. The owner supplies herself with typical products from Argentina and Uruguay, but without a specific business strategy and no plan for to medium and long term. The competitive advantages of the business are the location, few competitors in Neuquén, and a variety of products offered.
Low commercial innovation capabilities developed by the founder

Verdulería Valerio Buenos
Aires, Argentina The dynamics of the Buenos Aires greengrocers attended mostly by Bolivians depends in the first place on a strategic location. They function as convenience stores located every two hundred meters on average. They are small stores operating in spaces that are regularly 20 square meters, and not all of them are recently created. They have a minimal organization in the sale points, they seem improvised and some look visually saturated; Businesses do not innovate in commercial strategies to sell, although depending on the neighborhood the stores offer specific goods. Verdulería Valerio located at 2601 Paraguay street offers fruits, vegetables, and products for the Jewish population. The competitive advantage is the quality and variety of fresh products. Families that are operating the stores not always are the owners.
Few business innovation capabilities developed by dealers and/or founders. Stores compete on quality, freshness, and variety of products. Prices are not usually lower than those of large commercial chains such as Coto, Carrefour, or others.
Craft beer taste rooms Tijuana, Mexico The concept of "hall beer tasting" in Tijuana has been successfully implemented in recent years. Entrepreneurs in craft beer production have experimented with different ways of entering local Competitive capacity is associated with prestige, which is granted by consumers.

Company name / location Summary of startup
Innovation capacities and manage of knowledge markets. There are producers who sell beer in their own homes; others now manage their testing rooms. In these places, the owners can combine the sale of beer without a bottle with the food offer, in others they only offer beer. The installed production capacity is directly proportional to the number of liters per week. The brand and the product are associated with prestige. The successful path is for those who have managed, who have bottled their products, and who have explored other points of sale in the city or region, maintaining the indicators to be considered beer craft producers.
A brand of beer can offer many types of beer, but the prestigious beer transferred this attribute to the brand as a whole, for example, "Lágrimas Negras" from the Ramuri brand. The variety of products is also a factor of competitiveness, being the knowledge of the master in craft beer is the main innovation factor. Source: Author's elaboration based on fieldwork (2018-2019).
Some business omitted a schedule and selection of ideas and designed an action starting plan with prototypes before entering the market, except the soap and beer entrepreneurs who did partially. In most cases, the local and regional market conditions, imposed adjustments to push the owners' startups to change the original ideas. The innovation only was considered by owners dedicated to soap and beer elaboration. The craft brewery caught the eye to focus deeper than the other activities. It is interesting because all craft beer companies in Mexico should stay small. 2 In Baja California the brewer's milieu is distinguished by local and regional networks that encourage incentives to owners to collaborate. The craft beer networks in Baja California are consistent with Dini (2010) (Dini, 2010, 21) However, the territorial organization of companies is not registered by public institutions.
Another problem is the monitoring of SMEs and the classification in LATAM.
The classification of SMEs in Latin America is a problem due to the different parameters to register companies with less than 250 employees. According to Molina-Ycaza and Sánchez-Riofrío (2016, 24), Argentina (which also divides medium-sized companies into two groups), Panama, and Peru, consider the sales volume to determine if a company is in the SME group; Colombia considers employees and the value of assets; Belize, Brazil, Chile, Ecuador, El Salvador, Paraguay, Puerto Rico, and Venezuela, consider employees and volume of sales; Bolivia, Guatemala, Honduras, and Mexico only employees; while Costa Rica, Nicaragua, Dominican Republic, and Uruguay, consider employees, the value of assets and volume of sales. This divergence makes the comparative monitoring of SMEs in Latin America very difficult. Also, some countries divide SMEs by sector. Table 2 shows the criteria for Mexico. This article uses a theoretical framework that considers the entrepreneurial cultural and sociospatial aspects, by using two approaches: a) the dynamic capabilities and b) the entrepreneurs' knowledge management potential (Table 3). In both, the territorial context is a key component to understanding the spirit and aspirations of entrepreneurs. At the same time, the integral lens to analyze the startup phase according to Almaraz (2020) is adopted.
To Penrose ([1959Penrose ([ ] 1995, knowledge plays a crucial role in creating value for companies and has a major influence on their survival. Also, the author describes two kinds of knowledge relevant to a company's success: entrepreneurial knowledge and managerial knowledge. She considers that entrepreneurial knowledge relates to an entrepreneur recognizing and developing a business opportunity. But Penrose also distinguished two kinds of entrepreneurs that help to understand the complexity in the business decisions and the SMEs owners´behavior, which should be present for studying emerging fields like the craft beer and their entrepreneurs: There are some entrepreneurs who seem to be primarily interested in the profitability and growth of their firm as an organization for the production and distribution of goods and services. These we might call 'product-minded' or 'workmanship-minded' entrepreneurs or 'goodwill builders'. Their interests are directed towards the improvement of the quality of products, the reduction of costs, the development of better technology, the extension of markets through better service to consumers… Another type of entrepreneur, whom we might call the 'empire builder' is of a different order. He is pushed by visions of creating a powerful industrial 'empire' extending over a wide area. (Penrose, [1959(Penrose, [ ] 1995. Later, Penrose's ideas were recovered by other authors that argue about the dynamic capabilities of entrepreneurs, overlapping aspects of business and management knowledge (Teece, Pisano andShuen 1997, Zollo andWinter 2001). Adner and Helfat (2003) also mention that "managers may differ in their dynamic capabilities and therefore may make different decisions [and …] because managerial decisions operate on the resource and capability base of an organization, differences between firms in their resources and capabilities may lead to differences in managerial decisions."

TABLE 3. Analytical approaches and components to study SMEs dynamic capabilities and knowledge management
Dynamic capabilities and knowledge management Components Penrose ([1959Penrose ([ ] 1995 ▪ "The patterns of economic life, are largely shaped by the multitude, of individual decisions made by the businessmen who guide the actions of the business units we call firms." ▪ -"The business firm … is both and administrative organization and a collection of productive resources […] Enterprise, or entrepreneurship as it is sometimes called, is a slippery concept, not easy to work into formal economic analysis, because it is so closely associated with the temperament of personal qualities of individuals."

Knowledge Management Individual decisions Enterprises
Teece, Pisano and Shuen (1997, 510-516) ▪ "Dynamic capabilities are the subset of competence/capabilities which allow the firm to create new products and processes and respond to changing market circumstances" ▪ "Dynamic capabilities,' as capabilities that enable an organization 'to integrate, build, and reconfigure competences'; "are the capabilities with which managers build, integrate, and reconfigure organizational resources and competences." Dynamic capabilities and knowledge management Components Adner and Helfat (2003) ▪ "Dynamic managerial capabilities are the capabilities with which managers build, integrate, and reconfigure organizational resources and competences"

Firms
Managers Capabilities (to build and integrate organizational resources) Competences Source: Own, based on authors cited in the table.
In addition, SMEs entrepreneurs' decisions are part of knowledge acting as the first step of the venture associated to select ideas. But what is it that motivates decision-making beyond the intention of making a profit? In Almaraz (2020), a debate on startups and entrepreneurial behavior, proposing social and cultural aspects has been opened. The conception and selection of ideas, the prototype or startup phase, and the entry to the market, are three phases that involve internal and external dimensions related to entrepreneurship. The socio-cultural aspects as an external dimension are considered at the same level as institutional and technical-technological aspects. This external dimension opened again the discussion to analyze the entrepreneurial behavior interconnected to social and cultural values, codes, and meanings integrated in business capabilities. This makes possible a historical building process that should be named

Overview of Small and Medium Enterprises in Mexico
In Mexico and Latin America, the SMEs are overwhelmingly dominating both business and employment. 3 Different discussions about this sector come from economists, sociologists, anthropologists, management studies. In Mexico the traditional views have focused on the impact of SMEs on GDP, the percentage of jobs and businesses in the national productive context, and also on their weakness; it last point has been explained by the scarcity of government political actions to strengthen their competitive capacity. Nevertheless, Dussel (2004), has pointed to academic and institutional studies on instruments and mechanisms to promote SMEs at the federal level in Mexico revealing the supply of government support services to SMEs in the last two decades. Despite this, Dussel (2004) points out some relevant aspects: SMEs have not stopped losing companies since the mid 1990s in Mexico, the disconnection of SMEs with the national productive core since the end of the 1980s and that SME's exports are low versus the increasing dependency on imports in their processes and sales. This scenario is explained by the high percentage of SMEs with fewer than 10 employees in the commercial sector and the low participation of SMEs in manufacturing activities. De Maria (2002) considers that structural changes in Mexico since the second half of the 20th century affected the development of SMEs. The financial support dedicated to promoting technological development in a context of low national competitiveness in 1970s did not have 3 Between 2015 and 2016, the first business survey focused on micro, small and medium-sized companies was conducted by the now defunct Instituto Nacional del Emprendedor (INADEM). In others, like Argentina, there have been efforts for several decades, but they are not regular. Through the Fundación de Investigaciones Económicas Latinoamericanas (FIEL) -Latin American Economic Research Foundation-, the Argentine government obtained support to carry out a study ten years earlier (1995), on SMEs from a comparative perspective. The interest responded "on the one hand, to the importance observed of this type of companies in other experiences [considering that]" in industrial countries and in some developing countries with good performance, a high proportion of economic structures was [observed] of SMEs. Manufacturing businesses with less than 250 employees concentrated 13% of total, services 36%, and commercial 51% (INEGI 2018). In employment 21% was in manufacturing, 41% in commercial, and 38% in services. These percentages indicated that in 2018 at least 2 million Mexican SME businesses were in commerce employing at least 5 million workers; the service businesses exceed 1.5 million and concentrated almost 5 million employees; while the manufactures units, which barely exceeded half a million, employed 2.6 million. These data reveal, on the one hand, the weight of services and trade, compared to manufacturing in both indicators, but only in absolute terms, since the importance of manufacturing is concentrated in the ability to create a greater number of jobs per unit. Data for business with less than 10 employees in the 2018 survey, 48% corresponded to man owners, and 52% to woman.
Nevertheless, the national survey does not allow to obtain the balance by sector and owners by sex, or competitiveness indicators by subsector and owners' type. Despite the limitations in monitoring the competitiveness of companies, a common denominator is that for both benchmark years (2014 and 2017), 66% of companies with fewer than 10 employees do not monitor their performance. While in the rest of the companies the monitoring is presented in a range of 60% to 65% of the units. In this case, the mixture by sector is very important, since it is inferred that it is in the case of manufacturing where there is greater control, followed by monitoring in services and finally in the case of shops. Based on these inferences, the first hypothesis is that size is not the central factor of business vulnerability but rather the lack of an organizational structure and the type of sector and chain to which it belongs.
By not requiring quality control in the production of merchandise, businesses are more likely to skip this step. Likewise, a business can subsist without a place for which rent is paid, or without occupied personnel since the owners, including the family, can take charge of the sales processes. What does not happen in an industrial workshop and in some services. The general analysis of the SME sector in Mexico shows its remarkable diversity, the financing as secondary goal owners', internal and external growth obstacles associated with government models in Mexico (before 1980 high protectionism and after the trade liberalization oriented to foreign markets), low management capacity, low educational capacity in most of the owners of It is independent since by not belonging to the large corporations.  (2020) 1. The beer industry is among the 19 most important activities, for the value of its production, of a total of 288 of economic activities of the Manufacturing Industries 2. Average annual beer production growth was 6.7%, from 2013 to 2019.
3. The beer industry has an important level of integration to national industry. 73% of total inputs required by this industry are national (the average of manufacturing industries, national inputs represent 42.1%). 4. The Value Added as part of production value, generated by the Beer Industry is 47.0%. This percentage is higher than Total Manufacturing Industries that is 26.3% 5. In recent years, the number of economic brewing businesses is increasing due to the emergence of craft beer SMEs. 6. The Beer Industry pays its workers the highest wages in the entire Alcoholic Beverages Industry 7. Mexico exported 4.9 billion dollars of beer in 2019 and imported 94 million dollars, generating a surplus of 4.8 billion dollars, which means that exports represented 51.7 times imports 8. The average annual growth rate of beer exports was 13.1% from 1993 to 2019. knowledge regarding different kinds of beer and production technologies; and market knowledge" (Cardoni et al. 2018).
On the Northern border of Mexico, the owners of craft breweries, having fewer than 10 employees, even less than 5, for this reason, they don't have to transfer knowledge within the firm. They know the market and manage symbolic capital, in addition to having the basic brewing knowledge. Their local collaboration is very important to transfer knowledge between brewers. Collaboration and creativity a distinctive of the craft beer industry. To Cunningham and Barclay "a key theme to emerge from this artistic and intrinsically creative sector is the dependence on collaboration between entrepreneurial agents" (Cunningham and Barclay 2020, 263). To these authors, focused on the Northeast of Scotland, the growth of craft beer come from a deep-rooted collaboration, as well as a reaction to and in resistance of large companies' competition. This is relevant because the craft beer sector on the northern border of Mexico exists a high level of collaboration and it is geographically the main characteristic. Cunningham and Barclay (2020, 263-264) assume that collaboration in the Northeast Scotland craft beer sector has geographical connections between consumers, suppliers, and another brewer.
Consequently, "the idea of place posits an informing element to how collaboration is developed, not necessarily creating boundaries in scope but certainly leading to a prioritization of who is important in terms of stakeholders" (Cunningham and Barclay 2020, 263-264). To northern border Mexico the collaboration exists and transcends borders. To Duarte, Alexander and O'Brien (2018, 203) collaboration in the craft beer sector is basic to increase product quality and "acquire basic knowledge of new recipes and improve strategic knowledge about the industry". In Baja California this is happening, but the behavior of the brewers is associated strongly with a cultural environment. Cultural codes refer to corporate symbolic capital and its industry that is interestingly bimodal with respect to scale and branding: local (craft beer-microbreweries, regional breweries, and brewpubs) and global (macro-breweries)" (Gatrell, Reid and Steiger 2017, 363). But the craft beer industry is itself multimodal and comparison fieldwork in the future needs to assume a new lens directed to local and regional capacities. In Baja California, the multimodal model is expressed in diverse individual and collective dynamics, including the participation of women brewers.

Baja Californian Craft Brewery milieu
The interest to discuss the craft sector in Mexico characterized by SMEs is due to their existence and impressive rise in the last two decades. It is noteworthy that the existence of craft breweries itself would not make sense if it were not for the aspirations, capabilities, and knowledge of the owners competing for different goals. In Baja California, many microbreweries are located in Tijuana (border city), with more than 120 businesses in 2018. Ensenada and Mexicali cities, the boom has been since 2015. The beer ecosystem in Baja California is full of startups. One of the main characteristics is this place is the permanent link among brewers from California and Baja California. The owners (men and women) are not focused on growing into big companies and thus competing with the big brands. Owners' aspirations are based on quality and related to quality expectation and recognition from consumers and regional beer communities (crews).
Geographical and internal business conditions in the craft brewery sector, allow to discuss how the small companies innovate and define their own growth, exploiting their management capabilities improving personal, friendship, fraternal, and parental relations and at the same time taking advantage of the local context of consumption, and collaboration among local and binational brewers crews.
In Baja California those resources are remarkable as entrepreneurial and cultural codes that

194
(best idea, financial and organizational planning, first designs), a brewer arrives in the local market, and the sense of competition is focused on the consumers approval to increase productivity. The market entry does not occur in isolation. In Baja California local and regional ties are part of the accompanying codes; the first year in the market collaboration is dense and strategic for the 'new' brewers. Also, the regional crews recognize the best new brewers and adopt them. Sometimes, the limit to growth can be the installed capacity or scarcity of supplies.
Then brewers concentrate on quality because is the most important for them; their passion and fascination for experimenting with new combinations of flavors can substitute the quantity produced. The geographical collaboration can help to solve supplies problems.
Unlike other SMEs, the craft brewery depends on innovation and quality to gain prestige. The aspiration of brewers is not aimed at monopoly. Consumers recognize brands and styles. Craft brewers seek creativity and recognition at national and international festivals, but regional consumer taste is the main objective. The crews-themselves named-are not competing with the "industrial beer" brandings; the growth is in another place; the sectorial and firm growth is in different routes to upgrading and collaborating. Competitiveness is represented by the creativity of "brew-masters'", "cookers" or "brew chefs" where they are the owners and In Mexico, the fragility of SMEs can be associated with structural conditions, as well as with the internal aspects of the companies, or sectorial aspects. By not having a record per company that allows the knowledge of it general characteristics of business evolution, it is not possible to follow the capabilities and evolution. The heterogeneity of SMEs must therefore be analyzed by milieu (sector, territory, and entrepreneurship). Also, it is relevant to observe three large groups of activities and levels to innovation: a) technological, and software linked industries, which are inherently linked to innovative processes, b) non-technological companies but depending and are obliged to innovate in product and/or process, and c) companies that do not depend on innovations in the start-up and that therefore can survive indefinitely without them.
Craft beer owners in Baja California understand the importance of innovations and internal control by experts. The entrepreneur's startup considers innovation as an inherent aspect. If this were not considered, there would be a relative disadvantage. The owners, whether men or women, do not acquire their skills by reading a beer book, the activity demands high creativity, continuous improvement, learning, sensitivity, and cultural integration. Penrose's thinking has been inspiring to take a step forward, as well as the authors who later advanced the idea of knowledge, management, and dynamic capabilities.
These brewers in Baja California have experienced different growth and upgrading types. From the "home-garage", to testing rooms the brewers' main aspiration is prestige. The upgrading is associated with products, bottling, and tasting rooms, which mean a combination of creativity, innovation, collaboration, and symbolic business capital. Be merged with industrial brandings is not an option. Only two firms in more than 10 years in Baja California have opted for this way. The food-districts, at Mexicali, Tijuana, and Ensenada (Baja California, 2020aCalifornia, , 2020bCalifornia, , and 2020c) are part of entrepreneurial craft brewery milieu in northern border Mexico, where brewers in most cases belongs to second generation of entrepreneur groups leading local business and not only this type of SMEs.
The "brew master", "cooker" is the key agent in the craft beer milieu. In Baja California they are the entrepreneur and manager, the purchase the equipment, seek new local markets, participate in regional crews, and cook beer. They are learning through their own experimentation and interaction with colleagues, attending courses, and also transferring and getting knowledge through personal and/or collective networks (including family). There are 197 two ways to the brewery startup: a) elaboration by experimentation without immediate sale, and b) elaboration by experimentation for immediate sale. In both cases, the investment exceeds $ 500 dollars, and the owners require the basic knowledge to cook beer and financial capacity to buy machinery and supplies. If the entrepreneurs want to venture into the immediate sale, must prepare a name and logo brand (Table 6), and therefore implement a business plan or protocol and do a formal registration, either as an individual or legal entity (anonymous society). This phase does not always happen in other SMEs (services or commerce). The brewing logos creators are usually local artists and professional designers.
The craft brewery in Mexico has positioned itself to such a degree that in principle it is not a sector that requires direct financial support to enter the market. The owners in Northern Mexico in the craft beer milieu usually have a bachelor's degree. The collaboration crosses the border making a Tijuana-San Diego region a context to collaborative work, including owners from Ensenada and Mexicali. It also highlights a combination of annual productive activities as beer festivals in each district and regional stands including California. The current pandemic caused by SARS COV2 contrary to initial expectations had a favorable impact on Baja California craft brewer milieu. The macroeconomic instability did not affect all economic sectors in the same way. The geographical location allowed the breweries to adapt to social mobility restrictions.
Brewers organized seminars and conferences named "chevinars" by zoom to offer products and explain to people who they work. At the same time, brewers implemented new distribution networks including their own "taxi-beer", and introduced returnable containers named "growlers", even including hand-labeling. All these strategies allow us to exemplify the dynamic capacities in the Baja California brewery and exhibit the importance of collective actions among brewers. Brewery owners in Baja California changed rapidly to adapt and renew the last year. Special design brands and websites alluding to the local and nostalgic culture had in social media the perfect atmosphere to fascinate more people sense. Surely craft beer sector prepares new strategies to prevail in the market and to continue innovating above the current crisis. The specialization as a growth process has not been explored deeper, however, this aspect will be developed in future jobs.  associated with the historical process of symbolic business capital. The brewing branch encourages to return to Edith Penrose's argument on difficulties of applying general theories to all companies and her proposition about human motivation and decision (Penrose [1959(Penrose [ ] 1995. Craft beer owners in Baja California are not reflecting a path to become managers of corporate structures and large companies. The Baja Californian craft beer milieu (integrated by three local districts, more than 100 companies, male, and female brewers) is linked to social codes that build and preserve a symbolic capital, where owners and consumers are geographically merged by the cultural dimension around craft beer. In this journey, the studies of business history, administration, and other disciplines will have much to contribute. The focus of this work has been SMEs, startups, creativity, innovation, collaboration, and closely the brewer's motivation, as well as the role of the territory and culture in the entrepreneur's aspirations for future comparisons of craft brewery milieus.