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The usual economic analyses skip the web of social relations where economic but also social influences are equally relevant. Reinecke et al. (2018) offer a conceptual perspective to study social brokerage (the ‘social turn’) across global value chains. This paper aims: 1) to reveal how Colombian producers and Austrian roasters start social ties (i.e. through social brokerage) and eventually become business partners with the illustrative example of specialty coffee chains, 2) to propose a research-based relational pathway for social brokerage, and 3) to unpack how encounters between producers and roasters originated and developed as well as to identify the required knowledge and coordination devices used. The encounters follow an ethnographic approach relying on participant observation (e.g. in Vienna, Austria and in selected Colombian coffee regions). Coffee is one of the many commodities suitable to analyze social interactions across global chains. Colonial patterns are still embedded in the economic geography of global value chains. The involvement of researchers (including non-Europeans) was key to enhance social brokerage (e.g. structural holes, boundary work) and in that way allowed disadvantaged chain actors to uninhibitedly voice whatever discomfort resulted from those interactions. Although material quality is paramount in the trade of specialty coffee, it shall not be the only guiding coordination device and knowledge construct to be followed by chain actors. Building collaborative relationships is not an easy or static task. Nonetheless, it is key to encourage knowledge sharing, to yield a sense of fairness and humanity across global chains and to cope with opportunistic gatekeepers.

The aim of this study is to explore the specialty coffee sector in Turkey as an emerging business and culinary culture. Semi-structured in-depth interviews are collected with individuals that work ...

Indonesia as one of the largest coffee producing countries in the world has an important role in global trade, namely the specialty coffee trade. Specialty coffee is one of the leading commodities for coffee producing countries like Indonesia because of the taste of the coffee. The quality of the product itself has an understanding that the product offered by the seller has more selling value that must be owned by competitors' products, therefore the company is trying to focus on the quality of the product and compare it with the products offered by competing companies. This research is associative research using a quantitative approach. With the aim to analyze the effect of Coffee Beverage Product Quality on Buyer's Decisions at Point Coffee Pedurenan, South Jakarta, as well as find out which factors have a dominant influence on Buyer's Decisions at the Coffee Shop. The sample in this study amounted to 100 respondents who had visited Point Coffee by using the Probability Sampling method with the Simple Random Sampling technique. The data was collected using questtionnaires and distribute it directly to buyers at Point Coffee. The suggestion from this research is that the owner of Point Coffee can maintain the hygiene that has been applied by the workers, Increase again the Quality, Quantity, Variation, and Innovation of coffee beverage products in terms of flavor, to meet the buyer's decision. And Point Coffee is more innovative so that buyers don't get bored easily if they come again at Point Coffee. Keywords: Product Quality, Service Quality, Purchasing Decisions

PurposeBuilding on Guimarães et al. (2019) study and using the modeling of structural equations, the objective of this paper was to elaborate constructs whose variables would enable the characterization and distinction of individuals among these different groups of consumers and to provide insights into their transition between them.Design/methodology/approachThe constructs were validated by the average variance extracted adaptive (AVEADP) index. The transition between consumer groups is explained and encouraged by advances in their conceptual and perceptual knowledge. Thus, regular consumers should be addressed with messages aimed primarily for the social aspect of consumption; enthusiasts, by reinforcing simple to moderate aspects commonly used as product purchase criteria and experts, attracted by the emphasis on complex criteria related to specialty coffee's conceptual and perceptual knowledge, highlighting their influence on the beverage's sensory profile.FindingsThose results enabled a better understanding of these consumers and can guide the marketing strategies of different actors in this market.Originality/valueImportant attempts to understand and characterize Brazilian specialty coffee consumers were conducted by Guimarães et al. (2019) and Ramírez-Correa et al. (2020). However, further studies are needed to differentiate different specialty coffee consumer groups and enhance the market applicability of those studies results. In addition, despite its importance, there is a paucity of public domain studies about the national consumption of specialty coffees, being the results of this work important for the wide dissemination of such information.

The specialty coffee industry emphasizes the importance of personal relationships that span disparate levels of the supply chain and production models that focus on the wellbeing of coffee ...

The report here is basically a research-based business idea for Starbucks Coffee Company that operates all over the world. The idea is line with the market dynamics and the needs of the target market i.e. the masses across the world. The idea is that Starbucks should start a separate line of coffee shops in various parts of the word that will serve Yerba Mate herbal coffee, tea and Beverages. This is a famous coffee and tea in South Africa that has extensive health benefits and falls in the domain of third wave of coffee for the specialty coffee lovers. This business idea will be implemented by Starbucks as a specific niche in the coffee or restaurant industry. Now since the population of world is facing high rates of obesity, and with increasing quality consciousness and love for specialty coffee, this business idea presents great opportunity for the company. The idea is based on research using market analysis and tools like PEST analysis.

Digital, La presente investigación tiene como objetivo analizar la factibilidad para la creación de una empresa procesadora y comercializadora de café tipo “especial” en el municipio de la Paz-Cesar. Teniendo en cuenta los referentes teóricos de los autores Cravens & Piercy (2007), Malhotra (2008), Martínez (2011), Miranda (2003) y Meza (2017) entre otros. Se encuentra estructurada mediante una metodología de tipo descriptiva; el diseño de la investigación es de campo, no experimental y transaccional. La muestra estuvo conformada por las unidades informantes 148 habitantes del municipio en mención, para ello se utilizó un cuestionario con 10 preguntas cerradas con elección múltiple. Tras analizar e interpretar los datos se obtuvieron unos resultados, se evidencio que existe un mercado por valor de 1.836 millones de pesos referente a 1275 consumidores, que la empresa puede llegar a comercializar 137700 unidades anuales, para ello se tiene una producción de 50842 kilogramos anuales provenientes del corregimiento de San José de Oriente, se necesitan una inversión de 368 millones para operar. Por otro lado; la empresa contara con 7 empleados y funcionara bajo la figura jurídica de una sociedad anónima simplificada; obteniendo utilidades de 94 millones de pesos y rentabilidad del 5%, al ser evaluada financiera arroja un VPN positivo de 91 millones TIR positiva del 13,61% y relación beneficio/costo de 25 centavos por cada peso invertido., The objective of this research is to analyze the feasibility for the creation of a "special" type coffee processing and marketing company in the municipality of La Paz-Cesar. Taking into account the theoretical references of the authors Cravens & Piercy (2007), Malhotra (2008), Martínez (2011), Miranda (2003) and Meza (2017) among others. It is structured through a descriptive methodology; the research design is field, non-experimental and transactional. The sample was made up of the informant units 148 inhabitants of the municipality in question, for which a questionnaire with 10 closed questions with multiple choice was used. After analyzing and interpreting the data, some results were obtained, it was evidenced that there is a market worth 1,836 million pesos referring to 1,275 consumers, that the company can market 137,700 units per year, for which there is a production of 50,842 kilograms per year coming from the village of San José de Oriente, an investment of 368 million is needed to operate. On the other hand; the company will have 7 employees and will function under the legal form of a simplified corporation; obtaining profits of 94 million pesos and profitability of 5%, when evaluated financially, it shows a positive NPV of 91 million positive IRR of 13.61% and a benefit/cost ratio of 25 cents for each peso invested., Pregrado, Administrador(a) Financiero, 1 ed, Resumen.....................................................................................................................11 Abstract.......................................................................................................................13 Introducción..................................................................................................................15 1. Problema de Investigación...................................................................................16 1.1. Planteamiento del Problema................................................................................16 1.1.1. Formulación del Problema............................................................................21 1.1.2. Sistematización del Problema......................................................................21 1.2. Objetivos de la Investigación................................................................................21 1.2.1. Objetivo General...........................................................................................21 1.2.2. Objetivos Específicos...................................................................................22 1.3. Justificación..........................................................................................................22 1.3.1. Teórica..........................................................................................................22 1.3.2. Metodológica................................................................................................22 1.3.3. Práctica.........................................................................................................23 1.3.4. Social............................................................................................................23 1.3.5. Temática o Conceptual.................................................................................24 1.4. Delimitación..........................................................................................................25 1.4.1. Conceptual...................................................................................................25 1.4.2. Temporal.......................................................................................................25 1.4.3. Espacial........................................................................................................25 1.4.4. Institucional...................................................................................................25 2. Marco Teórico.......................................................................................................26 2.1. Antecedentes........................................................................................................26 2.2. Bases Teóricas.....................................................................................................33 2.2.1. Factibilidad Café Especial..........................................................................33 2.2.2. Demanda......................................................................................................34 2.2.3. Oferta............................................................................................................34 2.2.4. Competencia................................................................................................34 2.2.5. Precio...........................................................................................................35 2.2.6. Estudio Técnico y Tecnológico.....................................................................35 2.2.7. Estudio Administrativo..................................................................................36 2.2.8. Estudio Financiero........................................................................................37 2.2.9. Sistemas de Variables..................................................................................39 3. Marco Metodológico.............................................................................................42 3.1. Tipo de Investigación............................................................................................42 3.2. Diseño de la Investigación....................................................................................42 3.3. Nivel de la Investigación.......................................................................................42 3.4. Población..............................................................................................................42 3.5. Muestra.................................................................................................................43 3.6. Fuentes y Técnicas para la Recolección de Información.....................................44 3.7. Recursos..............................................................................................................44 3.7.1. Humanos......................................................................................................44 3.7.2. Institucionales...............................................................................................44 4. Resultados............................................................................................................45 4.1. Estudio de Mercado..............................................................................................45 4.1.1. Descripción del Producto..............................................................................45 4.1.2. Uso del Café.................................................................................................46 4.1.3. Contenido Nutricional...................................................................................47 4.1.4. Análisis del Consumidor...............................................................................48 4.1.5. Análisis de la Competencia..........................................................................48 4.1.6. Análisis de Precio.........................................................................................57 4.1.7. Estrategias de Distribución...........................................................................57 4.1.8. Publicidad.....................................................................................................58 4.1.9. Marketing Directo.........................................................................................59 4.1.10. Marketing Digital...........................................................................................59 4.1.11. Plan de Ventas.............................................................................................60 4.2. Estudio Técnico y Tecnológico.............................................................................61 4.2.1. Producción....................................................................................................61 4.1.2. Macro Localización.......................................................................................62 4.2.2. Micro Localización........................................................................................62 4.2.3. Ubicación de la Materia Prima......................................................................63 4.2.4. Descripción del Proceso Productivo.............................................................65 4.2.5. Maquinaria y Equipo.....................................................................................68 4.2.6. Inventario de Equipos Requeridos...............................................................69 4.2.7. Mano de Obra Necesaria.............................................................................70 4.2.8. Mantenimiento..............................................................................................70 4.2.9. Distribución de la Planta...............................................................................70 4.3. Estudio Administrativo y Legal..............................................................................71 4.3.1. Estructura Organizacional de la Empresa....................................................72 4.3.2. Cargos y Funciones......................................................................................72 4.3.3. Estatutos y Reglamentos..............................................................................74 4.3.4. Personal y Salarios.......................................................................................74 4.3.5. Impacto Ambiental........................................................................................75 4.4. Estudio Contable y Financiero..............................................................................76 4.4.1. Inversiones...................................................................................................76 4.4.2. Costos Operacionales..................................................................................78 4.4.3. Gastos Operacionales..................................................................................80 4.4.4. Gastos de Administrativos............................................................................80 4.4.5. Otros Gastos Administrativos.......................................................................81 4.4.6. Amortización Gastos Diferidos.....................................................................81 4.4.7. Gastos de Venta...........................................................................................82 4.4.8. Punto de Equilibrio (Primer Año de Operación)............................................82 4.4.9. Estados Financieros.....................................................................................84 4.4.10. Flujo de Efectivo...........................................................................................86 5. Conclusiones........................................................................................................90 6. Recomendaciones................................................................................................92 Referencias Bibliográficas............................................................................................94 Apéndices.....................................................................................................................96 Apéndice A. Formato de Encuesta...............................................................................96

Despite the diversity of consumption and class practices of the new urban middle classes within and between societies, they share some qualities. Focusing on the lifestyles and mentalities of regulars of specialty coffee bars in Tehran, Glasgow and Amsterdam, this study explores common characteristics of this group. Our ethnography suggests that through their everyday consumption practices, coffee people share a set of ethical dispositions and cultural practices among which this article focuses on the metropolitan body, cosmopolitanism and environmentalism.

Valuation in markets of ambiguously appraised products is often performed by a group of recognized experts using centralized evaluation frameworks. Current business practices and technologies allow these participants to fluidly switch their role from evaluator to consumer. We name participants who occupy both roles as critic-buyer. We draw on the theories of the role transition and endowment effects to theorize the effects of critic-buyers on the final price of goods. We further posit that critics' participation tends to evolve into a network of critic-buyers, which also affects price. We build an affiliation network of critics and test whether centrality in this network relates to final price. Using data from a specialty coffee sales platform, our results show that the transition of critics to critic-buyers positively affects prices by reinforcing these participants' commitment to the product. Therefore, this transition should be encouraged.

Purpose- The impacts of eight dimensions, including customer communication, customer relationship management, customer satisfaction, customer loyalty, strategy management, customer trust, and service quality, on the business of specialty coffee shops were investigated, Methodology- A questionnaire was designed to collect the data from 197 valid respondents; Structural Equation Modeling (SEM) was utilized to analyze the data, and finally, Smart PLS was employed to validate the structural model. Findings- Nine of the eleven hypothesized relationships were confirmed and supported, while two were not supported. Conclusion- Results of this study can provide business owners of specialty coffee shops with valuable information and management implications.

With its origin-centric value proposition, the specialty coffee industry seeks to educate consumers about the value of the origin of coffee and how the relationship with farmers ensures quality and makes coffee a premium product. While the industry has widely used stories and visual cues to communicate this added value, research studying whether and how these efforts influence consumers' experiences is scarce. Through three experiments, we explored the effect of images that evoke the terroir of coffee on the perception of premiumness. Our results revealed that online images that resembled the broad origin of coffee (i.e., a farm) could influence premiumness expectations of coffee (Experiment 1). Similarly, a virtual reality environment that depicted this broad origin (vs. a control but not a city atmosphere) could enhance the perception of coffee premiumness for non-expert consumers (Experiment 2) and the enjoyment of the experience for coffee professionals (Experiment 3). Importantly, we found that congruence between the coffee and the virtual reality (VR) atmospheres mediated how much non-experts enjoyed the experience (Experiment 2). VR atmospheres also influenced expectations of sweetness and acidity for non-experts (Experiment 2). These findings serve as a steppingstone for further exploration of the effects of congruence between visual cues and product/brand attributes on premiumness expectations and perception, and more generally on consumer experience. From a practical standpoint, this study provides insights into key aspects for the development of immersive virtual product experiences.

In Brazil, specialty coffee is a burgeoning market, stimulated by product-related events, research and opening of specialized coffee shops. However, there is a paucity of public domain information ...

Although the consumer culture field has addressed the role of ritual processes in consumption, no research has yet identified how connoisseur consumers, through ritual practices, establish and manipulate their distinction from other consumers. Drawing on key concepts from ritual theory, this research addresses the role played by ritual in connoisseurship consumption and consumers’ taste. In conducting an ethnographic study on connoisseurship consumption, the first author immersed himself in the North American specialty coffee context-Toronto, Montreal, Seattle, and New York-from August 2013 to July 2014. He used long interviews and participant observation to collect data, which was then interpreted using a hermeneutic approach. We introduce the taste transformation ritual, theorizing the process that converts regular consumers into connoisseur consumers by establishing and reinforcing differences between mass and connoisseurship consumption. We develop a broader theoretical account that builds on consumption ritual and taste formation.

Recently coffee of Indonesia become major attention of world coffee importers as Indonesia has variety of specialty coffee. Drinking coffee is believed as one of trending activities of young people in urban area. This study examined factors affecting intention to consume organic coffee. The sample was 200 undergraduate students of Universitas Tarumanagara who are coffee drinkers. The dependent of this research is intention to consume. Independent variables consist of four variables, they are spirituality, environmental concern, helath concern, and lifestyle. By using regression analysis, this study revealed that spirituality and lifestyle affect intention to consume organic coffee significantly. On the other hand, contrary to previous research, the effect of environmental concern and health concern on intention to consume organic coffee was not significant. This research finding may help marketers of organic coffee in designing their marketing program. They may pay more attention to spirituality and lifestyle aspects in order to suceed in gaining more market share.

Specialty media outlets such as The Wall Street Journal, Forbes, and Business Insider have increasingly featured articles that stress the growth of the affordable luxuries market. However, “affordable” and “luxury” are two terms that do not conform to luxury goods literature. While the concept of luxury has been traditionally associated with expensive, difficult to find, and exclusive products, the aforementioned business periodicals seem to suggest that a number of products such as specialty coffee, chocolate, and other commodities can be considered affordable luxuries. We conducted an exploratory investigation to determine whether millennial consumers differentiate between the terms “luxury” and “affordable luxury,” which products they perceive to be affordable luxuries, and the price range they are willing to pay for affordable luxuries. Our exploratory study (1) shows that consumers hold similar quality expectations for luxury and affordable luxury products, (2) reveals differentiating descriptors for luxury and affordable luxury products, (3) suggests that consumers see these products as a way to enhance one's image, and (4) offers pricing guidelines for such products.

The main aims of this study are: (1) to test whether the theory of planned behavior (TPB) is useful to explain the intention to purchase specialty coffee, (2) to analyze whether people more involved in social responsibility could manifest a different response from those not so interested in this matter concerning specialty coffee. The sample is composed of 489 specialty coffee consumers from Brazil. The statistical tool for testing the measurement and structural model was partial least squares. Then a multigroup analysis was performed to meet the second objective, the software SmartPLS was utilized. The main contributions of this study are that we can explain the intention to use specialty coffee in a sample of Brazilian consumers using the classical TPB model. Moreover, we demonstrate the moderating effect of consumer perception of corporate social responsibility in this general model.

It is impossible to discuss Brazilian coffee without considering the country’s history and culture. This chapter aims to explain Brazil’s path to become not only the global leader in coffee production but also a major reference for specialty coffee quality and research in the last several years. Known as the biggest coffee exporter in the world, Brazil faced challenges to consolidate itself as a reference for quality and technology in the international coffee industry, but the country has definitely developed significant improvements and achievements in the sector, especially when it comes to pioneering coffee quality competitions and scientific studies.

The aim of this chapter is to reflect on gourmet coffee shops from the third wave of coffee consumption, understanding not only the consumption of the beverage consumed but also the actual experience of frequenting these spaces. We examined coffee shops from this consumption wave in the city of Sao Paulo (Brazil), but it was also necessary to historicize coffee and coffee shops, to clarify what the three waves of coffee consumption are, to understand what specialty coffees are, and to exemplify that this is all related to a global phenomenon. Concomitantly, it is necessary to explain that consumption is different from consumerism and to conceptualize experience, experiential marketing, and the consumption of experiences. The methodology employed was a form of ethnography called flânerie. The results show that the coffees served in this type of retail establishment are more than a commodity for people who consume the experiences afforded by these coffee shops.

This chapter contributes to understanding the customer experience of the in-store environment by analyzing the business of coffee shops in the United States (U.S.) market. After a brief overview of the evolution of coffee shops and a short analysis of the management literature on coffee shops, in the last decade, the main findings of the qualitative research are presented. The chapter outlines the features of the U.S. coffee shop landscape and explores American consumers' perception of the coffee shop experience using the nethnographic research method. The results show a complex picture from the offer and the demand perspective that could also contribute to supporting coffee companies in managing customer experience strategy in the large and multicultural North American market.

Indonesian specialty coffee farmer organization is established by Government of Indonesia (GoI) for managing coffee production, processing, and marketing in farmer group level. Through farm-level industrialization program, the GoI supported coffee farmer organizations in several specialty coffee producing regions for increasing farmers’ livelihoods. These farmer organizations are encouraged to produce higher quality of coffee in term of specialty coffee and link directly with buyers. Therefore, the farmer groups would obtain the profits that can be shared to the members of farmer organizations. This research aims firstly to understand the performances, challenges and risk management of specialty coffee business on farmer organizations level across Indonesia, and secoundly to understand the profits gained by specialty coffee farmer organizations. The research has been conducted in several specialty coffee producing regions, including Bali, East Java, Flores and South Sulawesi. The case study and ethnography were carried out by collecting data through direct observation and in depth interviews. Number of respondents were 27 producer organizations which were selected by judgement sampling method. The data were analyzed by using descriptive method and profit analysis. The research results show that alternative model of value chain interventions (VCIs) is required for improving the profits of specialty coffee business on farmer organizations level and farmers’ livelihoods. Maximization the VCIs to increase the benefits for farmers, the VCIs should be conducted by incorporating both off-farm and on-farm aspects.

O agronegócio do café tem papel importante na economia global, por ter promovido e ainda promover transformações nos aspectos econômicos, culturais e sociais da humanidade. A bebida é mundialmente consumida. Em um nível abrangente, o café, principalmente o de grãos especiais, representa diversas oportunidades a serem exploradas pelos atores que compõem sua cadeia agroindustrial. O objetivo deste estudo foi apresentar o estado da arte da produção acadêmica internacional sobre o agronegócio cafés especiais e, para tal, utiliza uma revisão integrativa da literatura, por meio da análise da produção de artigos acadêmicos sobre esse tema, publicados na base indexadora Web of Science. Fez-se uso da string de busca < TO = special*_coffee >, sem restrição temporal. Inicialmente, chegou-se a 32 artigos, os quais, após leitura integral, foram limitados a 19, analisados e clareados por meio de quatro categorias sintetizadas em forma de tabela que ainda geraram um framework para futuras pesquisas. Informações relevantes sobre o mercado como um todo foram reunidas, desde aquelas sobre os produtores rurais, passando pelas associações e cooperativas, pelas indústrias envolvidas, organizações de certificação, até chegar aos consumidores do agronegócio de cafés especiais.

In spring 2016, Starbucks launched its first single-origin specialty coffee from South Kivu, Democratic Republic of Congo (DRC). This coffee was produced with support from a partnership known as Kahawa Bora—a value chain development intervention (VCDI) combining a coffee corporation (Starbucks), a celebrity (Ben Affleck) and a development agency (USAID). Moving from disengaged cause-marketing to engaged development interventions, these types of partnerships promise to help beneficiaries, provide good feelings to consumers and promote the brands of corporations and NGOs. This paper applies a value chain approach to the concept of ‘Brand Aid’ as a modality of development intervention to parse the possibilities and limitations of involving corporations and celebrities in development interventions and to address a considerable research gap on the local effects that Brand Aid partnerships have on their intended beneficiaries in the global South. On the basis of original data from fieldwork in DRC, a desk study and interviews with stakeholders of the project, we compare Kahawa Bora’s formation, development and outcomes to those of a more traditional and less glitzy VCDI that has been operating in the same areas of Eastern Congo. We find that Kahawa Bora has attracted considerably more attention than other VCDIs, with little to show in terms of coffee supply and tangible benefits to farmers. We conclude that while Brand Aid forms of VCDIs promise to ‘work aid out of business’, they actually serve the interests of business and celebrities, while their actual impact on the ground is limited and uncertain.

By early 2009 Starbucks had nearly 17,000 stores worldwide, with about a third of these outside the United States. Despite multibillion-dollar annual revenues, the giant coffee retailer's yearly growth had declined by half, quarterly earnings had dropped as much as 97 percent, same-store sales were negative, and its stock price was languishing. Factors such as a global economic downturn and increasing competition in the specialty coffee market from large players such as McDonald's and Dunkin' Donuts had driven this decline, resulting in the closings of hundreds of domestic stores already, with many more planned. Founder Howard Schultz, who had recently returned as CEO, and his executive team were convinced that Starbucks's growth opportunities lay overseas, where the firm already had a strong foothold in markets like Japan and the United Kingdom and was preparing to open hundreds of new stores in a variety of locations. But recent international challenges, including the closing of most Australian stores due to sluggish sales, made clear that Starbucks had more to learn about bringing its value proposition—a combination of premium coffee, superior service, and a “coffeehouse experience”—to foreign soil. The key question was not whether Starbucks could transport its value proposition overseas, but how the value proposition's three elements would play in recently entered and new markets. And the stakes of making the right international moves rose with each U.S. store closure. Schultz and his team also faced a broader question, one that applied to both their U.S. and foreign stores: Could they “grow big and stay small,” remaining a huge retailer that delivered both high-quality products and a consistently intimate and enjoyable experience to consumers worldwide? This case presents this challenge in the context of Starbucks's history, well-established value proposition, and domestic and international growth and vision.The key objectives of the case focus on the successful growth of local city brand, to a country brand, to a global brand, leaving the questions: 1. How much more can it grow? 2. Can it? 3. What is the impact of new competitors in a given market and/or the impact of the global economy on discretionary spending by a loyal customer base? 4. How important is it to the sustain a brand's core value(s) proposition when innovating for new audiences and customer preferences?

Specialty coffee is one of high quality coffees which have grown faster these past years. As a possible consequence of this fast growth, it is still difficult to understand the dynamic of this coffee segment with respect to its different definitions, market trends and its impact on producers' and consumers' decisions. As a main objective of this work, Spanish and Colombian consumers' preferences toward the origin and some specialty coffee attributes such as: Fair Trade, sustainable, organic, and gourmet were studied. It was used a choice experiment method as a quantitative technique to carry out this study. It has been found that Spanish and Colombian consumers are ethical consumers; they highly value Fair Trade coffee. However, Spanish consumers prefer organic coffee than Rainforest certified coffee in comparison with Colombian consumers. In both countries, the consumer preference for Colombian origin coffee was recorded.

More than 1.6 billion cups of coffee are consumed worldwide on a daily basis. South Africa is rapidly adapting to worldwide trends with speciality coffee consumption on the rise, with South Africa recently having been recognised as a key player in the speciality coffee industry. Emerging market trends in speciality coffee consumption have resulted in a number of changes in consumption patterns, preferences and consumer behaviour. The purpose of this study was to determine the behavioural intention of speciality coffee consumers in South Africa, using the Theory of Planned Behaviour. The data were gathered from a non-probability sample of 327 respondents, who were selected through a self-completion online questionnaire. The results indicate that males consume more speciality coffee than females. The majority of respondents consume speciality coffee more than once a day, and foam cappuccinos are consumed most regularly. The results of the stepwise multiple regression analysis demonstrate the utility of the Theory of Planned Behaviour as a conceptual framework for predicting the behavioural intention of speciality coffee consumers. The findings indicate that attitude, subjective norms and perceived behavioural control are important predictors of behavioural intention. Furthermore, perceived behavioural control is the most important factor influencing speciality coffee consumption, and the most influential of the direct measures of the Theory of Planned Behaviour. With the current rise in speciality coffee consumption among South Africans, the Theory of Planned Behaviour framework contributes to understanding those factors which influence regular speciality coffee consumption. It is recommended that marketers and practitioners adapt their offerings to appeal to the specific needs of the growing speciality coffee market in South Africa.

Coffee cupping is the practice of evaluating the different aroma, taste and body characteristics of a coffee to determine coffee quality. As an international commodity and globally appreciated food product, how does the industry communicate taste and quality to others in distant lands? Companies and organizations have developed their own methods of cupping over time, which may work for them internally, but can cause miscommunication between parties in the market. There are commonalities in most methods of cupping, from roasting the samples through final numeric scoring of the coffee. This article gives background and instruction on one of the specialty coffee industry's main methodologies for cupping arabica coffee with description of general competencies of cuppers.

The role of retailers in the local coffee niche market is to add value with unique characteristics such as creativity, cultural identity, and innovation in order to differentiate their products. Producers/retailers can provide customized services for special products according to different consumer preferences and needs. They can gain the trust and loyalty of consumers in this way. This study aims to understand consumer assessments of the different attributes of local specialty coffee provided by coffee retailers in order to help them develop strategies for increased sales in the niche market. Regarding internal quality, atypically, as the empirical results of conjoint analysis has shown, Taiwanese consumers do not prefer the attributes of coffee such as extra aroma and strong acidic taste. Therefore, they are not willing to pay the premium for these attributes. With regards to external quality, consumers prefer the attributes of specialty caf&eacute, style and product featured packaging.

The associations are important to support farmers who wish to trade on agroindustrial systems, playing a coordinating officer role. Due to the increasing number of associations in the agroindustrial system of specialty coffee in Brazil, demand is created by studies that describe the role of these associations in support of the business of its members. It has developed as a general goal, describe and analyze the role of a growers association in supporting the business of Brazilian producers of specialty coffees. We conducted a case study that examined both the influence of the actions of this association in the affairs of its members as externalities generated to Brazilian producers of specialty coffees. It appears that the organization studied is evidence of an important coordinating officer to support businesses in agribusiness systems. The findings of the study ratify the theory that this type of organization contributes to the buildup of trust among partners, lessens information asymmetry and reduces transaction costs.

As Mark Stell waited to board the plane to Bujumbura, the capital city of Burundi in Africa, he contemplated an exciting market opportunity for his coffee roasting company. Within a few short weeks, Portland Roasting Company (PRC) was pitching to Fred Meyer, a major regional grocery retailer, and landing this account could help grow revenues by as much as 25%. Last year, Stell had made significant investments in new roasting and packaging equipment and he knew he had the capacity and infrastructure to supply a large account. PRC would also promote the virtues of the Farm Friendly Direct (FFD) program. From the beginning, PRC had developed trade relationships with individual coffee growers, paid premium prices, and invested additional funds in local projects that directly benefited the lives of coffee farmers and their communities. In 2005, PRC was awarded the prestigious Sustainability Award by the Specialty Coffee Association of America (SCAA). The FFD program is featured on the company website, in marketing materials and on product packaging (Exhibit 1). PRC would have to convince the client that ‘Farm Friendly Direct’ coffee was superior to conventional third-party certifications such as FairStell also realized that the FFD program alone would not be sufficient to secure the account. Grocery retailers were also concerned about price, order fulfillment, marketing support, product quality and customer service, in addition to the sustainability attributes of a product. As the last boarding call rang out over the loudspeaker, Stell picked up his laptop bag and headed for the departure gate.

This study aims to explore consumer perceptions of sugar-free specialty coffee in the quick-service restaurant (QSR) segment. Sugar-free specialty coffee products are made using nonnutritive sweeteners (NNS). Participants from a nationwide panel were surveyed about purchase intent of two categories of specialty coffee: syrup-sweetened with sugar or NNS in four popular flavors. Consumer demographics were used in a multistep multiple regression. The study found that, overall, females and younger consumers are most likely to purchase specialty coffee beverages. Additionally, an interaction revealed that younger consumers are most likely to purchase sugar-sweetened coffee beverages, whereas little variation in purchase intent was found between NNS and sugar-sweetened coffee beverages in older consumers.

Drawing from the results of a three months anthropological fieldwork research in the area of the Eje Cafetero, this article aims to dive into the question of local coffee consumption patterns in the Coffee Cultural Landscape of Colombia. The main object is to reflect on strategies of consumption in a patrimonial context by examining different discourses, ranging from the average “bad coffee consumer” to the slow rise of the chain of cafés especiales. Furthermore, the present article aims to offer a comprehensive analysis on how the structure of the coffee chain impacts consumption patterns, including a reflection on the benefits and limits of the development of specialty coffee.

The market for specialty coffee is growing as consumer preferences for high quality coffee become more complex. Identifying the sources of heterogeneity in consumer preferences for specialty coffee is essential to optimizing producer marketing strategies to ensure they both fully capitalize on and satisfy consumer demand. One source of increasing interest is consumer personality profiles, specifically those categorized by the Big Six personality traits. We use the Midlife Development Inventory to investigate the effect of consumer personality traits on willingness to pay for coffee produced by farmer cooperatives. Results from a field experiment using a Becker-DeGroot-Marschak mechanism indicate that, on average, consumers are willing to pay a $1.31 premium for a cup of pour over coffee that was produced by a cooperative member farmer. Consumers exhibiting the extraversion and conscientiousness traits were, on average, willing to pay an even higher premium while those with higher levels of agency had a lower willingness to pay. Results further highlight that sociodemographic characteristics do not always drive consumer purchase decisions and, in the absence of significant sociodemographic influence, intrinsic consumer characteristics like personality traits can better explain preferences.

While brands are recognized as salient features of the cultural and economic life of cities, the specificity of brands and their impact on urban life has been insufficiently analyzed. Drawing on recent branding theory, and taking the case of specialty coffee brands, this article considers the dynamic process through which these brands frame and co-generate a “third place” experience as part of the functioning of the brand interface and creation of brand value. It highlights the role of consumers in this process, tracing the ways in which they routinely conduct third place social interactions, construct hospitable space, and establish patterns of social relation on the platform of the brand. It is argued that the emergence of an “urban café sociality” characterized by specific forms of togetherness and (limited) modes of belonging is a productive effect of the interactive interplay between brands and consumers in everyday urban life.

To date, there has been little empirical focus on how different online mediums affect the branding practices of retailers. In this working paper, I compare how specialty coffee retailers of different sizes use webpages and Twitter. I examine over 2800 unique images from 86 retailers using a quantitative content analysis that enumerates visual elements within pictures. I find that there are significant differences in the use of these two mediums in terms of retailer scale, and that based on their size, retailers display different types of images at much different proportions.

StarbucksTMCoffee Company has more than 25,000 retail stores in 75 countries and is the premier roaster and retailer of specialty coffee in the world. Starbucks’ mission is „to inspire and nurture the human spirit – one person, one cup and one neighborhood at a time” and its slogan has been to bring their customers exceptional experiences. McDonald'sTM, in turn, is one of the world's largest fast-food restaurant chains, serving approximately 69 million customers daily in over 120 countries across approximately 36,900 outlets. McDonald’s doesn’t mention any real mission in their company profile, but the strong slogan “I am loving it” describes well the company’s mission as well as the customer experience they hope to give their customers. The new trend in large international companies is that it is no longer customer satisfaction that is important, but customer experience, which along with products or services carries a lot of weight in customers’ final decision making. The purpose of this research was to examine the formation of and to measure customers’ conscious experience of products and services in the business to consumer environment with two student groups in Poznan, Poland. The research was carried out in a Starbucks coffee shop as well as in a McDonald’s fast food restaurant in Poznan, Poland with a fuzzy logic based customer experience application. The research clearly shows the possibilities to monitor, develop and improve the degree of conscious as well as unconscious areas of customer experience. Furthermore, the test results were used to verify and validate the usability and structure of the ontology and the used application. The application operated well, and the test groups were satisfied with both the operation of the application as well as the collective results, which are presented in this article. Finally, some possible future actions related to the customers’ conscious and unconscious experiences are suggested.

The low farm-gate price of agricultural commodities is commonly caused by low quality and complicated value chain. Quality improvement and direct selling through Mediated Partnership Model (Motramed) are conducted to increase farm-gate price and bargaining power of smallholder farmers. In Indonesia, Motramed has been applied in several coffee producing regions, such as Flores, Kintamani and East Java. This research aimed to understand the influence of quality improvement and direct selling activities through Motramed on market chain, farm-gate price and household coffee farmers’ income in Indonesia. This research was conducted in Kintamani in 2013. This research also used farm-gate data in several specialty coffee producing regions, including Flores (Bajawa and Ruteng), Kintamani and East Java that collected during 2010 and 2011. I incorporated both quantitative and qualitative research methods to explore and analyse the data. Household farmer survey, semi-structured interview with coffee stakeholders including farmers, collectors, exporters, government officials and NGOs; and field observation were used for collecting the data. The research shows that quality improvement activity in the farm level and direct selling through Motramed has

Purpose – The purpose of this paper is to illuminate light on the assessment of operating efficiency of specialty coffee retailers from the perspective of socially responsible global sourcing. This paper evaluates the impact of socially responsible sourcing on the operating efficiencies of specialty coffee retailers before and after implementing fair‐trade practices and compares the operating efficiencies of fair‐trade coffee retailers to those of non‐fair‐trade coffee retailers.Design/methodology/approach – The paper proposes data envelopment analysis (DEA) to measure the comparative efficiency of seven specialty coffee retailers, relative to prior periods and their key competitors. It develops the Charnes‐Cooper‐Rhodes (CCR) model that is designed to derive weights without their being fixed in advance. The CCR version of DEA is adopted to assess the impact of the coffee retailers' policy initiatives (i.e. fair‐trade practices) on their efficiency and measure the change over time (i.e. before and after f...

The specialty coffee market is still little known and underexplored in Brazil, motivating an analysis of the competitive pressures and structure of the artisan coffee roaster segment in the state of Minas Gerais, in order to better understand it and encourage the adoption of specific policies for its expansion, besides comparing it to the commodity coffee roasting segment. A multi-case study was performed with three companies in this segment through in-depth interviews with their owners. There were significant changes in the competitive forces that shape the coffee industry, when comparing the specialty and commodity coffee segments, both in intensity and in motivations. Among the suggested policies to support the specialty coffee segment are its promotion and dissemination through “consumer education” and awareness raising on the differentiated properties of these products, besides providing subsidized courses and specializations for those who wish to be involved in this marketplace.

Food quality ratings can be used for product differentiation and strategic marketing. This article develops a differentiation measure based on the cross-entropy of two distributions for speciality coffees. It examines whether quality ratings achieve their objectives for speciality coffee supply chains. The estimation, using e-auctions data, indicates that the quality rating is more informative in the Cup of Excellence (CofE) relative to the Q auction. To determine significance, a statistical test for comparing the information measure across different e-auctions and segments of the quality rating was developed. The significant difference between the two auctions is not a surprise as the auctions trade coffee lots of different volumes and the quality evaluation is more important in the case of the CofE, with its jury of renowned coffee experts. The total cross-entropy measure of product differentiation shows that the 100-point quality rating does not carry the same information content and meaning in the two different e-auctions and their respective supply chains. The cross-entropy measure of product differentiation is shown to be a good indicator of the information and the value created throughout the speciality food supply chain.

PurposeThe purpose of this paper is to measure and benchmark the retail operations of selected coffee stores owned by a specialty coffee company.Design/methodology/approachData envelopment analysis is used for benchmarking the performance of eight coffee stores for two years using internal annual reports.FindingsMajor findings are that the inefficient stores need to improve occupancy related expenses and revenues from non‐coffee items. In addition, the coffee stores locate in an affluent residential area outperform the stores in the business district.Research limitations/implicationsThe limitation of this paper is in the use of financial data. To overcome this issue, non‐financial data should be included.Originality/valueThe contributions of this paper are twofold: providing a framework for performance measures within a benchmarking perspective and evaluating the comparative efficiency of coffee stores using internal data, which is not accessible to the general public.

There are numerous retailers in the specialty coffee market that sell Fair Trade Coffee (FTC). Some retailers sell FTC to meet the demand of socially responsible consumers, some are motivated by their own concern for small coffee producers and others sell FTC because of the taste profile of a particular FTC grower's coffee. A critical question facing these retailers is how best to position FTC: as good tasting or as socially responsible? This study examines consumers' coffee preferences, their comprehension of labels, the price they are willing to pay for FTC and tests the effectiveness of advertising socially responsible consumption as primary benefit of purchasing FTC. The implications for managing company reputation and communication of social responsibility for FTC are discussed and suggestions are given for advertising strategy and management of Fair Trade products

Facing a worldwide coffee crisis in which prices fell to levels that do not support small-scale production or living wages for coffee workers, nongovernmental organizations (NGOs) and specialty coffee companies have attempted to promote transparent and sustainable exchanges between producers and buyers. The NGO-based initiatives are diverse; they may focus on improving the lot of small farmers via Fair Trade, emphasize environmental protection, provide technical and/or business assistance to producers, or offer differentiating certifications based how producers score on a long list of social and environmental indicators. Specialty coffee roasters have introduced their own comprehensive sustainability projects. This is a critical review of many sustainability projects and their outcomes to date, including two examples of smallholder farmer-NGO collaborations that have yielded positive results. A Chinese version of this article's abstract is available online at: www.informaworld.com/rglo