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Universidad de Panamá
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Submitted April 28, 2026
Published 2026-04-30

Artículos

Vol. 5 No. 1 (2026): Synergía

Marketing and Job Inclusion for the Piñata Workshop of the Panamanian Institute of Special Education

DOI https://doi.org/10.48204/synergia.v5n1.9860

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DOI: 10.48204/synergia.v5n1.9860

Published: 2026-04-30

How to Cite

Young, A., & Tejedor-De León, D. V. (2026). Marketing and Job Inclusion for the Piñata Workshop of the Panamanian Institute of Special Education. Synergía, 5(1), 220–240. https://doi.org/10.48204/synergia.v5n1.9860

Copyright (c) 2026 Synergía

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This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.

Abstract

This research analyzed the Piñata Workshop of the Panamanian Institute for Special Habilitation (IPHE) through the SWOT Analysis Model, approaching it as a strategic social entrepreneurship model designed to empower and promote the socio-labor inclusion of people with disabilities. The study was based on the premise that work is not only a fundamental right, but also a vehicle for human dignity. This study is based on the premise that work is not only a fundamental right but also a vehicle for human dignity. Through a qualitative and quantitative diagnosis that integrated a SWOT analysis and on-site fieldwork, it was determined that, although the workshop stands out for the high technical quality of its artisanal production, it faces critical barriers that limit its impact. Among these weaknesses are the lack of a formal marketing plan, low production volumes, and a marked dependence on administrative and bureaucratic processes that hinder competitiveness in today's market. The central objective of this study was to design a comprehensive and adaptive marketing strategy to overcome these operational challenges. The proposal outlines specific lines of action, such as the physical remodeling of facilities to improve efficiency, the creation of competitive promotional packages, and the implementation of customer loyalty and retention systems. It is concluded that transitioning from passive to proactive management is fundamental for the workshop to evolve from a subsidized production scheme toward a socially sustainable business model. It concludes that the transition from passive to proactive management is essential for the workshop to evolve from a subsidized production scheme into a socially sustainable business model. Ultimately, this research demonstrated that commercial profitability and social value are not mutually exclusive, but rather complementary drivers of institutional development.

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