BeFra（BWMX）2026年第3四半期決算説明会：売上高43.1%増、業績見通しを引き上げ

主要なポイント

• 連結売上高は、タッパーウェアの初のフル四半期での寄与を含め、前年同期比43.1%増の4,832百万ペソとなりました。ベターウェアおよびジャフラからのオーガニック売上高は2.3%増加しました。
• 連結EBITDAは39.6%増の1,008百万ペソとなりました。EBITDAマージンは前年同期の21.4%から20.9%に低下したものの、9カ月累計では前年同期の18.5%から19.2%に拡大しました。
• 実効税率が上昇したものの、当期純利益は24.2%増の390百万ペソとなりました。経営陣は通期の税率が30%台半ばで正常化すると予想しています。
• ベターウェア・メキシコの売上高は8.5%増加した一方、ジャフラの売上高は2.8%減少しました。タッパーウェアの中核である直接販売売上高は14%増加し、そのうちメキシコでは23%の成長を記録しました。
• 経営陣は通期のオーガニック純売上高成長率見通しを4%〜5%に絞り込む一方、買収後純売上高成長率見通しを24%〜26%に引き上げました。通期のEBITDAマージン目標は19%を維持しています。
• 報告ベースのフリーキャッシュフローは1,059百万ペソに達し、四半期EBITDAの105%に相当します。プロフォーマ純有利子負債/直近12カ月EBITDA倍率は1.65倍に改善しました。

主要財務データ

2026年最初の9カ月間における報告ベースのフリーキャッシュフローは累計1,871百万ペソとなり、同期間のEBITDAに対するキャッシュコンバージョン率は78%に達しました。9カ月全期間のタッパーウェアの純利益を含むプロフォーマEPSは114%増の45.4ペソに増加しました。

10月に250百万ペソの配当が承認され、第4四半期に支払われる予定です。これにより、BeFraの新規公開（IPO）以来27四半期連続となる四半期配当が達成されます。

事業および業績の動向

ベターウェア

ベターウェアは3四半期連続で前年同期比増収を達成しました。ワールドカップ開催に伴う消費者の関心の変化から夏の商業活動が鈍化したものの、アソシエイトの生産性向上に支えられ、メキシコでの売上高は8.5%増加しました。

経営陣は、ベターウェアにはメキシコにおいて拡大の余地がまだ残されていると述べています。また同社は、エクアドルおよびコロンビアでの事業展開に続き、中南米での事業開発を進めています。

大半の製品を中国から調達しているため、ベターウェアの売上総利益率は高騰する海上運賃の圧迫を受けました。経営陣は価格設定、プロモーション、その他の商業施策を活用してマージンの回復を図っており、短期的には運賃の大幅な下落は見込んでいません。

ジャフラ

ジャフラの売上高は2.8%減少しました。メキシコでは、ワールドカップや長期の夏季休暇に伴うアソシエイトの活動低下を、生産性向上だけで完全に補うことはできませんでした。

アンドレス・カンポスCEOがジャフラ・メキシコの暫定マネージング・ディレクターに就任しました。経営陣は販促計画、運営の一貫性、および実行力の向上を図る方針です。また同社は、開発の遅れを経て2027年初頭に「Jafra Plus」アプリをローンチする予定です。

ジャフラ米国法人は、より効率的な費用構造のもと、2四半期連続でEBITDA黒字を計上しました。

タッパーウェア

BeFra傘下での初のフル四半期において、タッパーウェアは連結売上高の28.5%を占めました。ベターウェアは31.5%、ジャフラは40%を占めました。

タッパーウェアの直接販売売上高は、メキシコでの23%の成長に牽引され、14%増加しました。ブラジルでの売上高は3.3%減少したものの、買収前に見られた10%〜15%の縮小からは改善しました。

ブランドレベルでは、プロフォーマ売上高は6.8%減少しました。経営陣はこの減少について、2025年第3四半期に多額の輸出および企業間取引（BtoB）売上があったことが要因であるとしています。BeFraは対面販売に集中するため、BtoB事業を取りやめました。前年同期には多額の小売売上高が含まれていなかったため、この比較上の問題が第4四半期まで続くことはないと経営陣は述べています。

BeFraは、イノベーション、テクノロジー、ビジネス・インテリジェンスにおけるタッパーウェアの機能構築を進めています。製品開発では、プラスチックにとどまらず、ガラス、ステンレススチール、セラミックなどの素材や、ドリンクウェア、調理器具、調理家電などのカテゴリーも対象となります。経営陣は、メキシコおよびブラジルの消費者ニーズに特化した新製品の展開を計画しています。

経営陣による業績見通し

オーガニック売上高成長率のレンジは同社の従来の見通しの範囲内で縮小された一方、買収後成長率の見通しは、タッパーウェアの初となるフル四半期の寄与および年初9カ月の実績に基づき上方修正されました。

経営陣は、19%のEBITDAマージン見通しにはタッパーウェアへの成長投資や、グループ規模の拡大に伴う運営費用が含まれていると説明しました。第4四半期について、同社はジャフラで1桁台半ばの成長、ベターウェアで1桁台後半の成長を前提としています。

リスクおよび注視すべき点

• ジャフラでは不調な成長と一貫性のない経営意思決定が見られたため、経営陣の交代と商業的実行力の再強化が進められています。
• ベターウェアは、中国に依存した調達モデルをとっているため、国際運賃の高騰リスクに引き続き晒されています。
• ワールドカップに伴う消費者の関心の変化や長期夏季休暇により、特にジャフラ・メキシコにおいてアソシエイトの活動が低下しました。
• タッパーウェアにはイノベーション、テクノロジー、ビジネス・インテリジェンスへの投資が必要であり、これらは同社のマージン見通しに織り込まれています。
• 第3四半期には、ベターウェアの事業会社実績内を含め、連結決算に47百万ペソの買収関連費用が計上されました。
• タッパーウェア買収による調達および製造のシナジー効果は現在も評価中であり、まだ数値化されていません。

アナリスト質疑応答の要点

経営陣は製品イノベーションをタッパーウェアの大きな機会として挙げています。BeFraは、元タッパーウェアのグローバルR&D・イノベーションディレクターであるデイビッド・クスーマ（David Kusuma）氏らが率いるイノベーションチームを構成しています。その戦略には、プラスチック容器を超えた製品拡充や、世界共通デザインへの依存を避け中南米の特定市場に合わせた製品開発が含まれます。

タッパーウェアの初期の業績回復について、経営陣はカタログの刷新、マーチャンダイジングの改善、販促手法、ならびに販売代理店およびアソシエイトからの信頼回復を要因として挙げました。同社はまた、「Betterware Plus」や計画中の「Jafra Plus」アプリと同じ技術基盤を活用した「Tupperware Plus」アプリも検討しています。

買収シナジーに関して、経営陣はベターウェア製品の一部をタッパーウェアのメキシコ工場で製造できるか、またベターウェアのサプライチェーン能力が代替素材で作られたタッパーウェア製品を支援できるかを検討中であると述べました。目下の最優先事項は売上成長の加速であり、シナジーの推計値は提示されませんでした。

資本配分に関して、最高財務責任者（CFO）のラウル・デル・ビジャール（Raúl del Villar）氏は長期的なレバレッジ目標を設定しませんでした。同氏は、3ブランド全体でのキャッシュ創出力に支えられ、BeFraは事業拡大や設備投資への継続的投資、配当支払い、負債削減を進めていくと見込んでいると述べました。

決算説明会文字起こし全文

決算説明会の完全なトランスクリプト

経営陣による説明

Operator

Thank you. Thank you and welcome to BeFra's third quarter 2026 earnings conference call. Before BeFra's management begins their prepared remarks, please note the disclaimer regarding forward-looking statements on slide 2. We remind participants that this call may contain forward-looking statements which are subject to various risks and uncertainties that could cause actual results to differ materially from expectations. Please consider these statements alongside the cautionary language and safe harbor statement in today's earnings release, as well as the risk factors outlined in BeFra's SEC filings. BeFra undertakes no obligation to update any forward-looking statements. A reconciliation of and other information regarding non-GAAP financial measures discussed on this call can also be found in the earnings release published earlier today, as well as the investor section of the company's website. Present on today's call are BeFra's President and Chief Executive Officer, Andres Campos, and Chief Financial Officer, Raúl del Villar. I will now turn the conference over to Mr. Campos. Please go ahead, sir.

Unknown Speaker

Thank you, operator, and good afternoon, everyone. The third quarter marked a significant step in BeFra's evolution. We substantially increased our scale, brand diversification, geographic reach, and financial strength. It was also our first full quarter with Tupperware as part of the group. We are very pleased with the progress we are seeing across our businesses. Betterware delivered its third consecutive quarter of year-over-year growth. We are encouraged by the progress at Tupperware. At Jafra, we experienced a slight revenue shortfall, which we are addressing head on through stronger promotional planning, faster commercial execution, and a change in management. Together with our strong cash generation and continued leveraging, these quarter's results reinforce our long-term strategy of building a unique House of Brands, supported by our person-to-person commercialization model and disciplined financial management.

Let's move to slide 4 and review the highlights of the quarter. Consolidated revenue increased 43.1% year over year to Ps. 4,832 million. On an organic basis, meaning Betterware and Jafra, revenue increased 2.3%, supported by another strong quarter at Betterware and partially offset by lower revenue at Jafra. Both brands faced a more challenging summer period as World Cup-related shifts in consumer attention affected commercial activity. Betterware offset these pressures through higher associated productivity, while Jafra's commercial execution did not fully compensate for it. The addition of Tupperware also expanded our commercial networks. Our consolidated average associate base reached approximately 1.46 million during the quarter, an increase of 23.7% year over year, while the organic associate base was broadly stable. These results demonstrate the greater scale of the group, while also highlighting the importance of discipline execution across each brand.

Turning to slide 5, the addition of Tupperware has meaningfully expanded and diversified BeFra's revenue base. In the third quarter, Betterware represented 31.5% of consolidated revenue, Jafra represented 40%, and Tupperware represented 28.5%. Our geographic mix also broadened. Mexico remained our largest market at 87.5% of revenue, while Latin America increased to 8.2%, primarily reflecting the addition of Tupperware's Brazil operations. This broader portfolio provides BeFra with multiple avenues for growth across brands and markets, both in Mexico and abroad.

Turning to slide 6, consolidated EBITDA increased 39.6% year over year to Ps. 1,008 million, reflecting Tupperware's contribution and continued profitability at Betterware, partially offset by lower EBITDA at Jafra. The consolidated EBITDA margin was 20.9% compared with 21.4% in the prior year quarter. Operating expense discipline helped mitigate profitability pressures across the portfolio. For the first nine months, EBITDA margin expanded to 19.2% from 18.5% in the prior year period. Net income increased a strong 24.2% year over year to Ps. 390 million. Net income in the quarter was affected by a higher effective tax rate than the prior year period. Based on our current expectations, the full year effective tax rate is expected to normalize, landing in the mid-30s by year end. Even with that tax effect, net income growth remained substantial and reflected the earnings contribution of our expanded portfolio.

Turning to slide 7, the strength of our three-brand portfolio is coming into focus, with each brand contributing differently to our results and shaping our opportunities for growth. On the left, Betterware Mexico revenue increased 8.5% year over year, demonstrating strong commercial momentum. Betterware Latin America also remained on a continued growth trajectory, with the region developing into a second growth engine for the brand.

Turning to Jafra in the middle, the brand faced a more difficult quarter with a total revenue down 2.8%. In Mexico, as I mentioned before, lower associate activity related to the World Cup and the extended summer holiday period affected sales. And unlike Betterware, Jafra was not able to fully offset this effect through higher productivity. Following several quarters of inconsistent growth, I have taken on the role of interim managing director of Jafra Mexico for the short term. My immediate priority is to reverse Jafra's revenue trajectory by reinforcing alignment with the group's commercial model and accelerating commercial execution as we unlock the full potential of the brand. In the U.S., Jafra delivered its second consecutive EBITDA-positive quarter under its linear expense structure, an encouraging sign of the progress being made there.

At Tupperware, on the right, for direct selling revenue increased a strong 14%, demonstrating the renewed growth momentum of the business as Tupperware continues its integration into Jafra. In Mexico, direct selling revenue grew 23% year over year. While in Brazil, the decline moderated to 3.3%, a substantial improvement from the 10% to 15% decline experienced before the acquisition. At the brand level, reported revenue declined 6.8% on a pro forma basis, as the third quarter of 2025 included a significant amount of exports and business-to-business sales, the latter of which we have chosen to strategically discontinue to focus on our person-to-person channel. Because a significant portion of these business-to-business sales occurred in the third quarter of 2025, the reported comparison does not fully reflect the strong growth of the core direct selling business. This impact will not carry into the fourth quarter, as there were no significant retail sales in the fourth quarter of 2025.

With that, I'll hand the call over to Raúl to cover our key financial metrics, dividends, and guidance.

Unknown Speaker

Thank you, Andres. Turning to guidance, as we approach year end, we are narrowing organic net revenue growth guidance to 4% to 5% within our original range. At the same time, based on Tupperware's first full quarter contribution and our performance through the first nine months, we are raising post-acquisition net revenue growth guidance to 24% to 26%. We continue to expect a full year EBITDA margin of 19%. That assumption incorporates a prudent view of the growth investments required at Tupperware and the cost associated with expanding the scale of the group. We believe this balance reflects the strong progress we've achieved to date while preserving the flexibility to invest in long-term opportunity.

Slide 9 highlights the earnings and shareholder return benefits of our expanded portfolio. For the first nine months of the year, Pro forma EPS increased 114% to Ps. 45.4, reflecting the inclusion of Tupperware's net income for the full nine-month period and demonstrating the strong accretive nature of the acquisition. A dividend of Ps. 250 million was approved at the October shareholders meeting and will be paid in the fourth quarter of this year. This will represent BeFra's 27th consecutive quarter of dividend payments since the IPO. This continuity reflects our commitment to shareholder value while maintaining the financial discipline required to invest in the group and strengthen the balance sheet.

Slide 10 shows the strength of our balance sheet and cash generation. Pro forma net debt to trailing 12 months EBITDA improved to 1.65 times, supported by debt reduction of Ps. 431 million, while interest coverage increased to 6.91 times as we continue deleveraging and generating strong EBITDA. Turning to cash flow, reported free cash flow reached Ps. 1,059 million, or 105% of EBITDA. Strong cash generation across all three brands supported continued balance sheet strengthening during the quarter. Through the first nine months, reported free cash flow reached Ps. 1,871 million, representing 78% conversion of year-to-date EBITDA, with contributions from both the organic businesses and Tupperware. Tupperware has been profitable and cash generative since day one as part of BeFra. Our cash conversion cycle improved to 50 days from 78 days a year ago. This reflects a stronger working capital efficiency across the group, including improved supplier terms at Tupperware. Taken together, this result demonstrates the strength of BeFra's business model, as well as our capacity to reduce leverage while continuing to invest in growth, and as I said, continue enhancing shareholder value through dividends. I will now hand the call back to Andres for closing remarks. Thank you, Raúl.

Unknown Speaker

In conclusion, this was a very strong quarter for BeFra. We delivered substantial consolidated growth. Betterware continued to build momentum. Jafra U.S. remained EBITDA positive for the second consecutive quarter, and Tupperware Core Direct Selling Business grew strongly while contributing attractive profitability and cash generation. At Jafra Mexico, as we mentioned, our focus is on building upon the brand's strong foundation and taking the actions necessary to help the business reach its full potential. The quarter also demonstrated the value of our expanded portfolio and the financial discipline behind it. We generated strong cash flow, reduced leverage, strengthened interest coverage, and continued to return capital to shareholders. We believe BeFra is stronger, more diversified, and better positioned than ever. This was a very successful quarter and the best is yet to come.

With that, operator, we would be happy to take your questions. Thank you.

Operator

Thank you. We will now begin the question and answer session. To ask a question, dial in by phone and press star then 1 on your telephone keypad. Make sure your mute function is turned off, and if you are using speakerphone, please pick up your handset before pressing the keys. To withdraw your question, please press star then 2. At this time, we will pause momentarily to assemble our roster. Your first question comes from Eric Beder with SCC Research. Please proceed with your question.

質疑応答

Eric Beder

Good afternoon. Congratulations on the quarter. I want to talk a little bit about...

Unknown Speaker

Hi, Eric. Thank you. Thank you.

Eric Beder

I want to talk a little bit about Tupperware. So you've owned it now for about four months. I know this prior, you know, I know this, you're a very innovative company, in terms of new products and other pieces. Betterware is almost 80% of that, which offers a very high number. While Tupperware, for various reasons not related to you, has not been as high. I guess the question is, should it be higher? And yes, it should. What do you see going forward in terms of the opportunities at Tupperware to increase the level of innovation? Eric, sorry, just to clarify the question, is your question should the revenue be higher? No, the question is, what are the opportunities in terms of new products and categories at Tupperware?

Unknown Speaker

Okay, yes. Thank you, Eric. This is Andres here. Well, we believe the opportunities are very important. You know that on one hand, Tupperware had been in history very focused in plastic material products. We are considering other materials beyond plastic. In the container category, there are new materials like glass or stainless steel, ceramics, or other kinds of material that we are obviously considering to continue to expand the brand in its core category, which is food containers. But at the same time as managing other materials in that category, we are also looking to expand other categories within Tupperware that are not fully such as drinkware, it's a category that can be more highly explored. Another one is kitchen utensils or kitchen appliances in general for cooking. So there are different avenues for growth in Tupperware, I would say, beyond plastics and beyond containers. So, we think that there is a lot to do there. We are, you know, assembling a very strong innovation team. As we announced, we brought in David Kusuma, who used to be back in the time, Tupperware's global R&D and innovation director. We are, together with that, assembling a whole innovation team and process, and we think there's a lot of interesting things to come for Tupperware there.

Eric Beder

Okay. You've done a great job turning it around with the associates and the revenue coming back. How sustainable do you see that and what do you see the opportunities there at the Betterware division, both in Mexico and for potential expansion outside of Mexico right now?

Unknown Speaker

The Betterware division. Yeah, so we are, you know, as you can see in the report, we are very glad of the results of Betterware Mexico and Betterware in general. Betterware has started to come back to growth. We have our third quarter of consecutive growth year over year, and now almost reaching double digits. So Betterware's growth is strengthening both in Mexico and abroad. So, you know, this was our first brand and it had huge CAGR in the last 10 years, then became flat two or three years, but now we're starting to regain growth from all the different strategies, commercial strategies that we've laid forward before, and we're happy for that to be happening. We still have a lot of work, a lot of room to grow in Mexico, as we've said before. And then at the same time, we opened Ecuador last year. We just opened Colombia this year. So with our focus in Ecuador, in the Andean region, we think that the brand in general will continue to expand at a very good pace.

Eric Beder

I guess a question for Raúl. You know, the net debt, even after the acquisition has remained pretty steady in terms of net debt to EBITDA. What should we be looking at here longer term as a use for free cash flow? What kind of ratios should we be thinking as goals longer term for the company in terms of debt and kind of again use for the free cash flow? Thank you.

Unknown Speaker

Hi, Eric. Thank you for your question. I don't think we are ready at this point to provide a long-term guidance on where we want to be in terms of net debt, but what I want to convey, the message I want to convey, is that we will continue executing disciplined operations, disciplined finance, and we'll continue deleveraging as we have in the past. All of our three businesses are cash generative. All of them are performing well. As you can see, we are generating enough cash to invest in expansion, invest in CAPEX, and continue paying dividends and deleveraging. So that's what you would expect. I don't think we have a definite guidance on where we want to be in terms of leverage, but we will continue performing as we have as of today.

Eric Beder

Great, thank you and good luck on the holiday season.

Operator

Thank you, Eric. Your next question comes from Linda Bolton-Weiser with Water Tower Research. Please proceed with your question.

Unknown Speaker

Hi, hi, how are you? So I just wanted to ask about about the narrowing of the organic sales growth guidance range. Because in the quarter, you know, even though Jafra was below expectations, I guess, Betterware did really well. I mean, it was quite a bit above where I would have expected it to grow, higher than I would have thought. So it seemed to me that the whole thing kind of put together was, you know, net it was better than I would have expected. So I guess I'm wondering, even with Jafra having problems, if Betterware is kind of doing well on the top line, what did you feel the need to narrow that guidance or kind of actually lower it at the midpoint you lowered it. What is the real reason? Is it the Jafra more than anything that is the issue? Thanks.

Unknown Speaker

Thank you for your question. We believe that we can turn Jafra around fairly quickly. But obviously we don't want to overreach on that expectation, but we do believe we can reach mid-single-digit growth in Jafra for the fourth quarter. So with that plus, we're growing stronger and Tupperware performing well. Obviously our guidance contemplates that for the fourth quarter, no? And for the year around a high single-digit organic growth, in a combination of mid-single digit for Jafra and high single digit for Betterware.

Unknown Speaker

Okay, so that's in the fourth quarter you would just saying.

Unknown Speaker

Yes, in the fourth quarter.

Unknown Speaker

Okay. Okay, got you. So, secondly, on the cost side, I just wanted to ask you about, you mentioned, and it's appearing in the numbers, that Betterware's gross margin did seem a little pressured. I guess you mentioned supply chain pressures, and yet Tupperware's gross margin was actually quite strong. It was better than I would have expected. So is this the difference of where you're sourcing, Betterware you're bringing it in from outside, and Tupperware you're sourcing more regionally? Or what is the difference in terms of why those two businesses are experiencing different effects on the growth margin?

Unknown Speaker

Yeah, well, what you mentioned is exactly right. It's, it's where we source from. So as you remember, Tupperware manufactures most of its products in our plants both in Mexico and in Brazil, so we manufacture locally and Betterware manufactures mostly in China. So what made the difference in Betterware was mainly the freight prices. So freight prices have gone up and have stayed higher than we expected for a longer period of time because of the whole supply chain, supply chain issues in Hormuz, et cetera. So it's mainly the freight prices that affected Betterware and which are not affecting Tupperware.

Unknown Speaker

Okay, that makes sense. So, are you considering different pricing actions then in Betterware to try to offset or like, what is your plan in terms of trying to improve the Betterware growth margin?

Unknown Speaker

Yes, well, we, you know, we were when we started, I'm waiting a little bit to see if this corrected in the short term because freight prices have been a little bit volatile because of all the global situations. They have eased a little bit, but not as much as we expected. So we are taking the strategic actions to recover either through pricing, promotions, or certain strategies to compensate for that in Betterware Mexico. So we are taking actions to recover our gross margin. I'm not expecting these tariffs to decrease highly in the short term.

Unknown Speaker

Okay. I guess just going back, I was interested in your comment that you thought, Jafra, you could turn it around and have growth, your growth in the fourth quarter. I mean, what particular product launch or promotions or what do you think you can do so quickly to improve Jafra?

Unknown Speaker

I think, Linda, the angle is more, I would say, on two things. The first thing is for short-term results. The inconsistency was more from inconsistent operating decisions that affected our short-term results. And it's more about taking the correct decisions, the operating decisions. So taking the correct decisions, you can see a very quick rebound. And we saw it, for instance, in the second quarter of this year. It's just that we, we have been taking inconsistent decisions managing. The reason why the board and I decided that I would take over directly to make sure that we start making more consistent decisions in the short-term. The other part is kind of more in the midterm. Is that, you know, after five years that we've had Jafra, we started implementing the more low hanging fruit of our commercial model at BeFra, but now we need to go into the mid-hanging fruit. And we were not going into the mid-hanging fruit strategies as quickly as we wanted to. So this is also the reason why I'm taking over to accelerate strategies. When I'm talking about this, I'm talking about new technologies. And we are working to launch a new technology, the new app, the new Jafra Plus app. Next year we had some delays in the launch and now we are set to launch it at the beginning of next year. More complex innovation into more complex products in skincare. You know, some ways of making it easier for consumers to buy and sellers to execute. And so we are, you know, rolling out this second phase of strategies within our model. And we have had some development delays in them and now we're going to accelerate. So I think these things together can bring the short-term back to growth and then the mid-term continue at consistent growth.

Unknown Speaker

Okay, that sounds good. I just have two more questions. One of them has to do with, yeah, one has to do with, I think you mentioned that in the Tupperware phenomenon, there are maybe some unusual integration charges or expenses because the OPEX did look pretty high for the Tupperware piece. Is there any way to quantify that in terms of how much one-time type expenses there were in the third quarter under the Tupperware? Sure.

Unknown Speaker

Let me pass the word to Raúl.

Unknown Speaker

To to clarify exactly. So what we mean with the, with the, with the expenses for the Tupperware acquisition actually sit at the consolidated base and actually reflected, keep in mind that our holding company is also the operating company of Betterware. So when you have a, when you look at the Betterware results, they include some extraordinary expenses that we incurred into with the for the acquisition of Tupperware. So that's what we mean. Those expenses are reflected in the in the consolidated books, but not necessarily in Tupperware stand-alone books. I don't know if that's what you refer to. Well, it's... If you want to... If you want to, and just a quick question. And just to give you the number, those expenses accounted for Ps. 47 million. So it's significant for the quarter, but it's really non-material on a full year basis.

Unknown Speaker

Okay, I got you. Thank you. And then, so my last question is, you know, the question of innovation and other categories for Tupperware Latin America, I used to follow the U.S., well, all of Tupperware, but in the U.S., Tupperware certainly had many kitchen utensil items. They were very diversified. They even had cutlery and all kinds of things. So are you saying that those innovations were purely sort of more developed markets like the U.S. and they were never taken into Latin America? And do you have the rights to any of those designs or products or innovations that Tupperware U.S. had? Or do you have to start all over again and redesign certain of their items?

Unknown Speaker

Yes, Linda, so, you know, in the past, Tupperware did go into some of these categories. But in our view and from our standpoint, it did not go in enough depth into the categories or with the correct strategy. This includes the fact that some of these products cannot be designed for a worldwide success because each market has specific cooking needs and even specific economic needs that you cannot satisfy worldwide markets with one same product. So now one of the important and very interesting things is that we are going to start innovating specifically for the Latin American markets in these categories with understanding, understanding the consumer in Brazil, understanding the consumer in Mexico, and this makes a huge difference, because not necessarily what works for the U.S. or Europe is going to work for Latin America. So even though we can have access to fast innovations or to products that are in the worldwide organization or the new party, we are thinking more about innovating products, new products, completely new products specific for the Latin American markets. And we think that that's going to make a huge difference for the success and for the depth and breadth into which we can go into these categories.

Unknown Speaker

Okay, that makes complete sense. Thank you very much for explaining all that. I'll leave it at that. Thank you.

Unknown Speaker

Thank you, Linda.

Operator

Thank you. Again, if you have a question, please press star then 1. Your next question comes from Cristina Fernandez with Telsey Advisory Group. Please proceed with your question.

Unknown Speaker

Good afternoon and thanks for taking my questions. I had a few on Betterware. I wanted to see if you can give an update of what you've learned in the last 90 days since the last call and what changes you've made to drive the 14% growth you saw in Mexico.

Unknown Speaker

You mean in Tupperware? Hi, Cristina. This is Andres. You mean hi. Yes, in Tupperware? In Tupperware. Yes. Ah, okay, okay. Sorry, I thought you had said Betterware, but yes. So, you know, a little bit similar to, within our commercial model, we have some low-hanging fruit strategies we started implementing in Tupperware Mexico. Some of that has to do with, for instance, catalog organization and catalog design. You know, our catalog is a store, but the benefit we have is that we can do a whole revamp of the design of our store very quickly. So we launched the new design of the Tupperware catalog, both design and merchandising techniques in the catalog such that it becomes a lot more attractive. And this is really starting to to help us to grow. At the same time, you know, our sales force, distributors and associates, they had, you know, kind of lost a lot of confidence from what was going on and the fact that they did not know what was going to happen with Tupperware. And we did a whole tour to make sure to communicate that now Tupperware LatAm was part of BeFra, that its future was secure and that its future great possibilities, and this brings a lot of confidence to the sales force who are now, you know, investing time and investing effort again into expanding their businesses. You know, these together with some promotional techniques that we also applied. So, you know, this is kind of the first run in Tupperware since it had, you know, come from a long period of very unfavorable results and we think that, you know, these strategies have a higher impact in the short term as we are seeing now. So we are happy with the start. I would also say, and it's very important to know, that the Tupperware management in general is a, it's a great management. And the thing is that they needed to have, you know, the foundation on which they could invest and the correct guidance in order to, or the correct direction in order to execute correctly. They were a little bit tight in hands before of what they could do and what they could not. But, you know, something very important to stand out is that management is great. And so we are able to execute very fast on what we need to execute with them. So I think all of this combination, you know, good management, better confidence and trust of our distributors and associates, plus some of the first strategies such as catalog design and promotional techniques are all coming together to to start taking the the the the business in the short term.

Unknown Speaker

Thank you. And then also on Tupperware, you mentioned that you were going to make some investments in the brand and in scaling the group, could you provide more detail into what those investments are?

Unknown Speaker

Yeah, well, we are, you know, first of all, and I think the most important is we're investing in the innovation team. Tupperware had no innovation team. And we are assembling the team, the processes, the capabilities, everything we need in terms of innovation. So I think that that's going to be, you know, the main thing. Another capability, a couple of capabilities, capabilities that we're building is technological capabilities. No. And, you know, we have in Betterware, the Betterware Plus app. In Jafra, as I mentioned before, we're about to launch the Jafra Plus app, and obviously we are aiming to build the Tupperware Plus app, which are all built on the same technology, on the same platform. And so we're building on the technology team to expand the technological capabilities of Tupperware. And finally, the third thing in which we're investing is business intelligence. You know, we have talked a lot about the great impact business intelligence in our model and Tupperware did not have that capability built in it. So we're building that capability and we think that, you know, we've talked a lot about these three pillars in our model, innovation, technology, and business intelligence. So we're building on those three. They were basically at zero and we think these three things together are going to bring a lot of value in the in the medium and long term.

Unknown Speaker

And then the last one I had was in the past you've talked about some synergies from the acquisition primarily in procurement, in manufacturing. Any update there or quantification of what the synergies could be?

Unknown Speaker

We do not have an update yet there, Cristina, we're still evaluating. You know, the reality is that our first priority is implementing the commercial model and everything that I just talked about in innovation, technology, et cetera, to accelerate revenue. We are analyzing the potential synergies of, for instance, bringing some Betterware products to be manufactured in the Tupperware plant in Mexico or helping Tupperware develop other material products with Betterware's supply chain capabilities. We are assessing all of that, but still early to tell. We have not quantified them yet.

Operator

Thanks so much. Thank you, Christina. Thank you. That concludes our question and answer portion of today's conference call. I would like to turn it back over to management for closing remarks.

Unknown Speaker

Thank you again to all for joining us today. We are very pleased with this strong quarter, which demonstrates the strength of our expanded portfolio and the financial discipline behind it. BeFra is stronger, more diversified and well positioned for the future. Thank you again, and we look forward to speaking to you in the next quarter. Thank you.

Operator

Ladies and gentlemen, this concludes BeFra's third quarter 2026 earnings conference call. We would like to thank you again for your participation. You may now disconnect.

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