Mexico’s digital transformation market is projected to grow from US$39.98 billion in 2025 to US$88.33 billion by 2030. The opportunity is undeniable. However, the reality for most companies tells a very different story. Despite record investment in technology, platforms, and digital tools, growth remains frustratingly elusive. According to Mexico’s telecommunications regulator, 76% of small and medium-sized enterprises remain outside the digital economy, revealing a widening gap between ambition and execution.
This contradiction raises a critical question for business leaders: If the market is expanding and technology is increasingly accessible, why are so many organizations struggling to scale? The answer becomes clear when looking inside companies rather than outside them.
After analyzing more than 3,000 consulting conversations with Mexican and Latin American organizations, a consistent pattern emerges. The primary obstacle to growth is not macroeconomic volatility, competitive pressure, or demand uncertainty. It is internal organizational misalignment. Marketing challenges appeared in 75%t of these conversations, and sales challenges in a similar proportion, yet only 40% mentioned both areas together. This structural disconnect, more than any external factor, is what is holding businesses back.
At the same time, the buyer has fundamentally changed. Consumers in Mexico are more informed, more autonomous, and more demanding than ever before. Today, 110 million Mexicans are online, representing more than 83% of the population. Research shows that 86% of buyers investigate online before making a purchase, comparing options, reading reviews, and forming preferences long before speaking to a salesperson. By the time first contact happens, prospects have often completed 60% to 70% of their buying journey independently.
Despite this reality, many organizations still operate as if the buying process were linear and fully controlled by sales teams. Marketing generates leads without a clear understanding of engagement quality or intent. Sales pursues opportunities without visibility into prior interactions or content consumed. As a result, hand-offs between teams frequently break down. Industry research shows that more than half of organizations experience situations where qualified leads are never contacted properly, wasting both budget and opportunity.
This fragmentation comes at a high cost. Disconnected teams duplicate efforts, delay response times, and deliver inconsistent customer experiences. More importantly, they leave revenue on the table. Alignment, by contrast, delivers measurable results. Companies that successfully align marketing and sales achieve faster profit growth and significantly higher customer retention. These outcomes are not theoretical; they are consistently observed across industries and company sizes.
The Mexican CRM market reflects this shift. It is expected to grow from US$843.6 million to US$2.2 billion by 2033, driven by companies seeking better visibility and coordination across the customer journey. However, technology alone is not the solution. Organizations that treat CRM systems as isolated tools rather than shared operating systems rarely capture their full value. Growth accelerates only when data, metrics, and accountability are shared across teams.
There are already clear examples of what this looks like in practice. When organizations unify marketing, sales, and service operations, response times shrink from hours to minutes. More importantly, teams move from competing internally to collaborating around a single objective: delivering value to the customer. The technology enables the change, but the real transformation is cultural and organizational.
As 2026 approaches, three forces are converging to make internal alignment a competitive necessity. First, digital tools are becoming table stakes, shifting differentiation from adoption to execution quality. Second, in a market with over 110 million connected consumers, tolerance for fragmented experiences is rapidly disappearing. Third, nearshoring pressure is increasing, with international companies evaluating Mexican partners based on operational maturity, not just cost.
The competitive advantage in the coming years will not belong to companies that invest more in campaigns or hire more salespeople. It will belong to those that solve the hardest problem first: aligning their teams around a shared view of the customer. The technology is already here. The data proves the return. The only remaining question is whether leaders are willing to look inward and make alignment non-negotiable.