In the year of the World Cup, Voit did not open new stores. Instead, it leased just over 200 square meters of Class B office space in Mexico City, at a price 15% above the local average.

The move comes in a market where leading sports brands have aggressively expanded in shopping centers and mixed-use developments, where even offices function as points of sale. A dynamic that does not apply to Voit, whose presence in direct retail is more limited.

Over the past year, Voit maintained its two flagship stores in the capital and surrounding metropolitan area, while its main competitors—Adidas, New Balance, Nike, Puma, and Reebok—increased their gross leasable area in shopping centers by a combined 24%, according to SiiLA.

This highlights differences in how companies operate. Brands such as New Balance, Nike, Adidas, and Puma integrate sales and operations through company-owned stores and greater investment in visibility. By contrast, Voit—and to some extent Reebok—rely more on indirect channels such as department stores and distributors, with functions more dispersed across the city.

As a result, the new offices of the company that has manufactured the official Liga MX ball for the past 40 years do not replace its 600-square-meter Class A headquarters in Lomas de Chapultepec. Instead, they add a new location in Insurgentes—the city's largest office submarket—under a different logic: connectivity and access to services, rather than the centrality of the CBD.

That logic is grounded in the evolution of consumption. According to IMARC, the sports equipment and sportswear markets are expected to grow at rates of 5.0% and 3.8% this year, growth that is not driven solely by functional demand but by a shift in consumption: sport has moved from being an activity to becoming an identity, increasing both the frequency and moments of purchase.

At the same time, e-commerce and omnichannel distribution have expanded access to brands, intensifying competition in a market where differentiation no longer depends on the product itself, but on execution. As a result, consumption is no longer concentrated in specific locations and is instead distributed across gyms, homes, and corporate environments, expanding points of contact and reinforcing recurrence.

In this context, offices are no longer just operational centers and are beginning to function as nodes within a more fragmented consumption network. Voit's decision is therefore not about where or how much space it occupies, but about how it reduces friction to operate in a market where the traditional point of sale—inside or outside malls—has ceased to be the core driver of demand.

The corollary points to a deeper reflection for companies: centrality does not guarantee demand if operational utility does not support it.

For a more detailed analysis of the commercial real estate market, visit SiiLA Market Analytics or contact us at contacto@siila.com.mx.