...with such a competitive market and everyone trying to promote the fair trade concept it is important for Just us to not only secure the current consumers but also create new one. Right now only young educated consumers are ready to pay the premium. Just us should focus on the older people also. They can also focus on online buyers. They can do so by providing a comfortable atmosphere for them. A place that they can connect with.Offers for people above a certain age. Older people can be educated about the health benefits. 2. If Justus! Wants to enhance the cafes performance, How can it improve the customer experience so that cafes becomes customers’ first choice of “Place outside the home to enjoy a coffee?” How can it expand the loyal customer base? Ans :- (i) The décor of the café should be made homely and comfortable. (ii) activities which involve customer participation should be encouraged (iii) Regular customers should be given special offers . Loyalty card concept may be incorporated 3. Is the current product offering adequate? Should Justus! Consider expanding the product line of its cafes .In doing so, can it use non-fair trade ingredients for special editions of beverages (like cinnamon or pumpkin for holiday special)? Ans:- With the increasing completion in the market Justus needs to diversify it’s product lines. It is important for Just us to provide new and innovative products to its customers . This will help them retain the existing customer...
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...MARKETING PLANNING AT JUST US! CAFES 1. Considering the current and potential competition, can Just Us! target new buyers? Whom? How? According to existing and growing competition on the coffee shop market Just us café should concentrate on their target audience (young educated people) and contribute to win the bigger slice of this segment. The company has already built “strong consumer loyalty and interest in its products, activities and philosophies”. To get new buyers they should improve brand performance and brand recognizing. Their consumers are young people and one of the tools of getting new buyers can be society media, i.e. community on Facebook and web-site. 2. If Just Us! wants to enhance the cafés’ performance, how can it improve the customer experience so that the cafés become customers’ first choice of “place outside the home to enjoy a coffee”? How can it expand the loyal customer base? To enhance the café’s performance and become the “first choice of “place outside the home to enjoy a coffee” JU can create a members club where they can make different promotion activities providing benefits for their loyal customers. There can be discount cards, lotteries, gifts and special offers. They should also improve their web-site, to fill it with entertaining information such as short videos about the origin of their products and production processes. They can also send newsletters to their subscribers in social networks and also put a “subscribe button” on the...
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...Just Us! Case – Just Us! is a corporation that imports, roasts and sells primarily organic coffee from fair traded certified coffee producers. Their vision is: “to be a leading Fair Trade business that builds on quality, professionalism and innovation for the benefit of all our stake holders. Since its inception, Just Us! had experienced healthy growth in the maritime provinces of Canada, mainly supported by its corporate values: social and environmental responsibility, sustainability, ethical practices in all the areas of the business and in all stakeholders, and product differentiation. They even opened a fair trade museum to help educate the public on the social impact and benefits of fair trade. Once roasted and packed, the coffee and other products are shipped to retail outlets, supermarket chains, health food stores, coffee shops and churches. A substantial portion of Just Us! revenues came from wholesaling to large retail stores such as supermarket chains. Their coffee is also offered in the Just Us cafes, which were meant to be a place where customers could enjoy a cup of premium fair trade coffee and gather information about fair trade. The locations were not standardized as a typical chain. A major competitor in the retail organic fair trade coffee market is Kicking Horse which also offers products that are certified organic and fair traded. Its main channels are: coffee shops, gourmet food stores, grocery chains and restaurants. The growth of fair trade product...
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...Just Us! Coffee Roasters Issue With the growth in the fair trade coffee market, what strategy should Just Us! Roaster implement to grow and maintain its competitive advantage in the market? External Analysis Customers * Organic coffee drinkers * Persons interested in supporting the fair trade and environmental awareness. Suppliers * Third world producers of coffee beans through a fair trade arrangement Competitors * Increase suppliers of the fair trade products i.e Coffee rosters, Retailers (supermarkets, cafés etc), Wholesalers Porters Five Forces * There are no barriers to entry * No clear indication of who has the bargaining power * There are many substitutes for fair trade coffee * Lots of competition in the market Competitive Analysis | Products | Distribution method | Distributed through | Price | Just Us! | Tea, Coffee, Chocolates, Organic Sugar, Enerbeans | Wholesale & retail | Canada & US Grocery chains, health food stores, universities, restaurants, cafés, offices | $9.00 for 340g bag | Kicking Horse | Coffee | Retail | Canada, US & Europe Cafés, gourmet food stores, grocery chains, restaurants | $12.95 for 454g bag | Kraft Foods | Coffee | Retail | Target customers-college students | | Supermarket chains | Coffee, tea, sugar, plus | Retail | | | Coffee retailers | Coffee | Retail | | | 1. Kraft, Nestle and Starbucks are all well established, well known brands...
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...who am I? I just sitting here right now and thinking to myself what has this country changed to. I am basically being treated in the non-human category. I have been discriminated against, been hurt physically, mentally and emotionally for being in my own country and practising my own religion, traditions and beliefs. On the first day on the freedom ride we headed off to Moree, In Moree we decided to address the segregation of the local swimming pool. Firstly we protested out the front of the council chambers. We then to took the Aboriginal children to the pool. The white people were angry and furious they had thought that we would bring diseases and infections by swimming in the same pool as them, but we insisted and we didn’t leave until we fulfilled our satisfactions. But obviously we didn’t enjoy the stay at the pools the white people were calling out offensive names to us and throwing pebbles at us and swearing at us but we had no choice. From my own memory I can just recall the white Australians saying “we don’t want these scary looking animal like creatures around us” I wanted to cry but I had to man up. Such humans like us aboriginals are being compared to animals. This is racial discrimination and I will not put up with this. And I don’t think that I will have the energy or strength to keep putting up with this. Rocks were thrown at me and my fellow freedom rides we had the remaining scarps of their food thrown at us, scraps of paper was thrown around at us it was awful...
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...The Broadway Café February 14, 2010 Abstract…………………………………………………………………………..3 Competitive Advantage…………………………………………………………4 E-Business……………………………………………………………………….5 Networks, Telecommunications, and Wireless Computing………………....7 Customer Relationship Management………………………………………….9 Systems Development Life Cycle………………………………………………10 References………………………………………………………………………..12 Abstract My grandfather first opened The Broadway Cafe in 1952 and it was a local hotspot for many years. Unfortunately, business has been steadily declining over the last five years. Although your grandfather was an expert at running the coffee shop, it is outdated. There are no computers in the store and all ordering takes place manually. Your grandfather had a terrific memory and knew all of his customers by name, but unfortunately, none of this information is located anywhere in the store. The family recipes for the baked goods and soups are also stored in your grandfather’s memory. Inventory is tracked in a note pad, along with employee payroll, and marketing coupons. The Cafe does not have a Web site, uses very little marketing except word-of-mouth, and essentially still operates the same as it did in 1952. The Broadway Café The Broadway Café is a coffee shop; I inherited from my grandfather. It is located in downtown Richmond. The café was first opened in 1952 by my grandfather and was a local hot spot for many years. The Broadway Café offers different kinds of specialized coffees, teas...
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...Ashish K Tiwari | Mon, 12 Oct 2015-08:16am , dna The coffee cafe segment in India has been through volatile times in the past few years. While Barista changed hands at frequent intervals, another international brand Gloria Jeans decided to shut shop fearing intense competition from new players like Starbucks. The coffee cafe segment in India has been through volatile times in the past few years. While Barista changed hands at frequent intervals, another international brand Gloria Jeans decided to shut shop fearing intense competition from new players like Starbucks. On the flip side, a few other international brands such as Costa Coffee and The Coffee Bean & Tea Leaf have focused on consolidating their presence in the market after announcing aggressive expansion plans. However, one brand that has had a firm footing in the market is the home-grown chain Cafe Coffee Day. It is not only credited with creating a market for coffee cafe business, but also expanded it manifold, thereby creating room for brands like McCafe by McDonald's and Di Bella Coffee to take a serious look at this business in India. V G Siddhartha, chairman of the IPO-bound Coffee Day Enterprises Ltd, in conversation with Ashish K Tiwari, speaks about the coffee cafe retailing industry in India, current market scenario and the brand's journey. Q. Could you give us a sense of the coffee cafe market in the country? A. Coffee as a beverage was prominent primarily in south India. Our per capita consumption...
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...THE BROADWAY CAFE BRINGING IT TO THE 21ST CENTURY 1 THE BROADWAY CAFE BRINGING IT TO THE 21ST CENTURY 2 Abstract I just recently inherited my grandfather's coffee shop called the Broadway Café. In this paper we are going to examine how to bring it up to the 21st century. To get a better understanding of how to bring the coffee shop into the 21st-century; we are going to talk about the history of coffee and how it got started, and what life must have been like in the 1950’s. We are also going to talk about running today's coffee shops with today's technology. Wi-Fi allows us to access the Internet, check our bank accounts, and read electronic books & magazines. Another piece of technology we're going to talk about is a Point of Sale or POS unit, which is an electronic cash register. THE BROADWAY CAFE BRINGING IT TO THE 21ST CENTURY 3 History Coffee supposedly started in Constantinople, Turkey. According to the International Coffee Organization: “The global spread of coffee growing and drinking began in the Horn of Africa, where, according to legend, coffee trees originated in the Ethiopian province of Kaffa. It is recorded that the fruit of the plant, known as coffee cherries, was eaten by slaves taken from present day Sudan into Yemen and Arabia through the great port of its day, Mocha. Coffee was certainly being cultivated in Yemen by the 15th century and probably much earlier. In an attempt to prevent its cultivation elsewhere, the Arabs imposed...
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...Our grandfather owned the Broadway Café, a local coffee shop, since the early 1950s. Having just inherited this coffee shop, we realized how out of date the café was in terms of information technology. To help us determine our café’s position and what changes must be made, we first implemented Porter’s Five Forces model to our café and then chose to use the differentiation strategy to rebuild our café for the 21st century. The first force, buyer power, we recognized to be fairly strong. Buyer power is strong because there are a number of coffee shops located in the East Lansing area as well as ours. In order to overcome competitive challenges, we came up with ways to set ourselves apart from our competitors. We plan to create a unique, tech-savvy atmosphere compared to other coffee shops in downtown East Lansing, giving the Broadway Café the competitive advantage. We will set ourselves apart from these competitors by establishing and maintaining customer relationships through a customer loyalty program that will be rewarded to frequent customers. These strategies will be used, as well as others, to minimize the overwhelming buyer power of our customers. Next, supplier power, another one of Porter’s Five Forces, we have recognized as weak compared to other forces. Our suppliers of coffee beans have a low bargaining power due to the many other coffee shops also buying coffee beans, meaning there are plenty of suppliers competing to serve us. The high buyer power of our customers...
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...Café Italia Marketing Plan Branding Strategy- Name, Logo, Slogan and Product Extension Café Italia is a family owned Italian restaurant, located in the China Town area of Washington, DC. We serve every Italian dish on our menu that our customers desire. Majority of our client base are families that live near by that are looking for that great authentic taste, whether it’s for lunch, dinner or even late night (Some items are excluded). We have extended our hours during the busiest nights of the week, Thursday through Sunday for those who are out late having a night on the town. During those nights we offer a specialty meal (at a discounted rate); kind of like an introduction to a dish we are considering putting on the menu to see what types of reviews it will receive from our customers. We strive on being the best Italian restaurant in the area; our slogan is “A taste of Italy in your backyard.” Here is our logo: Café Italian plans to expand by opening multiple restaurants in the most popular areas. Our next plan is to locate a spot in the City of Arlington, VA and taking suggestions for other potential locations. Please visit our site at www.cafeitalia.com and join our fan page for a chance to be a part of our potential franchise. Brand Strategy Cafe Italia cooks every dish from scratch. Nothing we use is store bought, or frozen. All of our ingredients are grown in my parent’s garden in Italy and shipped to us pretty regularly to include our...
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...I have recently inherited my grandfather’s coffee shop, The Broadway Cafe, which is located in downtown Columbia, South Carolina. The cafe offers many different kinds of specialized coffees, teas, a full service bakery, and homemade sandwiches, soups, and salads. The café was first opened in 1952, and was a local hotspot in the area for many years. Downtown Columbia, SC is definitely a great area to have such a business. It is a vibrant commercial and residential city center. There are numerous businesses, law firms, banks and real estate corporations; also located in the downtown area of Columbia, are the University of South Carolina, the Columbia Museum of Art, Columbia City Ballet, and the Nickelodeon Theatre. Although my grandfather was an expert at running the coffee shop then, it is now outdated. The café has no computers, no records of the café’s regular customers, or records of the family recipes for the baked goods and soups. These very important objects are nonexistent today, because my grandfather kept them locked away in his terrific memory. Other issues are all ordering takes place manually, as well as the inventory, employee payroll, and marketing coupons are all tracked in a notepad. The Broadway Café does not have a Website either, which truly hurts business in this current day of technology. Because of these weaknesses that Broadway Café possesses, business has been steadily declining, over the last five years. By using key winning resources, we will...
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...The whole café is lit up with light embodying the triumphant French anthem overtaking the Germans. There are multiple close-up shots of the people singing “La Marseillaise.” These close-up shots are illustrating the passion these people have when singing the French anthem. One women is even crying during the song. The dominant contrasts of these shots are effortless to point out; after all, most of them are close-ups. Since it is black and white, the director uses lighting and character placement to show the dominant contrast. Laszlo’s face is the dominant contrast of the people singing the French anthem. Laszlo is not the dominant specifically because of the lighting, although, it does help. Considering he is in the foreground, the eye moves to him first, then, the crowd of people. On the opposite side, there are full shots of the Germans, which make them detached from the rest of the café. Slowly, the Germans sit down at the tables signifying there...
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...CASE STUDY 10 Go online to to find more case studies. Starbucks’ failure in Australia Paul G. Patterson, Jane Scott and Mark D. Uncles All authors are from the School of Marketing, Australian School of Business, University of NSW In mid-2008 when Starbucks management announced that they would be closing nearly three-quarters of its 84 Australian stores there was a mixed reaction. Some people were shocked, others triumphant. Journalists used every pun in the book to create a sensational headline, and it seemed everyone had a theory as to what went wrong. This case outlines the astounding growth and expansion of the Starbucks brand worldwide, including in Australia. It then shifts focus to describe the extent of the store closures in Australia, before offering several reasons for the failure and lessons that others might learn from the case. History of Starbucks While Starbucks may be responsible for ‘growing’ the premium in-store and takeaway coffee market in various parts of the world, competing brands are emerging in many parts of the world. Starbucks’ first store opened in 1971 in Seattle’s Pike Place Market. By the time the company was publicly listed in 1992, it had 140 stores and was expanding at a breakneck pace, with a growing store count of an extra 40%–60% a year. While former CEO Jim Donald claimed that ‘we don’t want to take over the world’, during the 1990s and early 2000s, Starbucks was opening on average at least one store a day...
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...The Broadway Cafe Stephanie Williams CIS500 Strayer University 2/6/2011 Contents Competitive Advantage 3 E-Business 4 References 5 Competitive Advantage The Broadway Café Abstract The Broadway Café, I inherited from my grandfather which he started in Stone Mountain, GA in 1952 on Main Street. It has been the local favorite for many years. The café offers many different kinds of specialized coffees, teas, a full service bakery, and homemade sandwiches, soups, and salads. Unfortunately, business has not been good lately. The café will benefit from upgrading its business techniques with information systems. The knowledge from my grandfather and older employee will be preserved, a new generation of customers will be attracted and it would help management in making strategic decisions in the future. We need to take these steps of improvement in order and catch up the technology and techniques of the 21st century. Over the last year Main Street in Stone Mountain, where the café is located, has undergone a magnificent face lift the projects valued over $1 million dollars, which will bring more customers to downtown. Porter’s Five Forces Analysis The coffee business has been on an incline over the past few years, especially with regard to specialty coffees (Yahoo 2010), which are being sold at specialty shop like Starbucks, Panera Bread, and Krispy Kreme., along with the increase of people drinking more coffee. The consumer has so many brands...
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...Australasian Marketing Journal 18 (2010) 41–47 Contents lists available at ScienceDirect Australasian Marketing Journal journal homepage: www.elsevier.com/locate/amj How the local competition defeated a global brand: The case of Starbucks Paul G. Patterson *, Jane Scott, Mark D. Uncles School of Marketing, Australian School of Business, University of NSW, Sydney, NSW 2052, Australia a r t i c l e i n f o a b s t r a c t The astounding growth and expansion of Starbucks is outlined, both on a global scale and within Australia. The focus then shifts to the abrupt closure of three-quarters of the Australian stores in mid 2008. Several reasons for these closures are described and examined, including that: Starbucks overestimated their points of differentiation and the perceived value of their supplementary services; their service standards declined; they ignored some golden rules of international marketing; they expanded too quickly and forced themselves upon an unwilling public; they entered late into a highly competitive market; they failed to communicate the brand; and their business model was unsustainable. Key lessons that may go beyond the specifics of the Starbucks case are the importance of: undertaking market research and taking note of it; thinking globally but acting locally; establishing a differential advantage and then striving to sustain it; not losing sight of what makes a brand successful in the first place; and the necessity of having a sustainable...
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