Just Us! Cafe's Marketing Environment Analysis Report

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Marketing Planning at Just Us! Cafés case study

TABLE OF CONTENTS

EXECUTIVE SUMMARY3
1.Introduction4
2.Internal and External Audit of Marketing Environment of Just Us! and Ethical Issues6
2.1 Strengths6
2.2 Weakness7
2.3 Opportunities7
2.4 Threats8
3.Issues in Challenging within Just Us! Product Life Cycle11
3.1 Product Life Cycle (PLC)11
3.1 .1 Introductory Stage12
3.1.2 Growth Stage12
3.1.3 Maturity Stage13
3.1.4 Decline Stage13
4.Customer retentions/ loyalty and expanding our customer base15
5.Ideas for changing in advertising and enhancing our brands18
6.Conclusions and Recommendations20
REFERENCES22
APPENDIXES25

Executive Summary
Just Us! (JU) Café is the leading Fair Trade (FT) coffee cooperative, wholesaler and retailer in Nova Scotia, Canada, and United States. JU vision is “to be a leading Fair Trade business that builds on quality, professionalism and innovation for the benefit of all their stakeholders”. JU core differentiation is selling FT and organic model which is social and environmental responsibility, premium quality. As FT market is growing, JU is looking for expanding its current business or developing a new product line to maintain current market share. Meantime, they facing challenges from having compete with several big brands (ie such as Starbuck, Mcdonald, Kraft who also introduce the FT certified coffees, or Rainforest Alliances certified coffees) and small coffee shops to retain its brand recognition of its product, yet to increase customers’ awareness of FT concept, and to satisfy with new and demanding customers who request an unique and appealing products. Following are the results from this paper, 1. Market for coffee and tea is in growing, which encourage JU to invest more to expand their market share, compare to sugar and cocoa. 2. Our target segment is mostly those young, and educated, say college students and age between 31-44 years, who are more sensitive to ethical and social responsibility of companies contributes, and quality, willing to pay a premium for coffee while they feel they are part of contributor to environment friendly. 3. Public relations events is not enough to generate awareness, it’s advisable to use of social medias as an effective marketing tools to increase JU's brand recognition and customer awarenesss, by emphasize more on telling story of how JU involved with farmer or producers of FT. 4. To expand JU business with a less risky strategic, strategic alliances or joint venture with competitors to enter into a new market, or partnering with other industry (ie. aircraft, train or school) to come out an innovative idea like breakfast bar or on the train shop by selling JU products, which could also reach new customers are suggested. 5. Lastly, it's advisable for JU to improve its cafes by providing more comfortable and internet access environment to give customer better "experience" instead of just selling coffee 1. Introduction

The study from Karanja and Nyoro (unknown) showed that in the recent past, several market niches where specifies in gourmet or specialty coffees, organic or other health and environmentally friendly coffees, and FT coffees have existed and continues to expand in Europe, USA and Canada. Exhibit 1 also shows that the rapidly growth in volume of fair trade certified products sold in Canada from 663,770 (in 2001) to 3,654,521 (in 2007), and the increase of 115 new Transfair licences issued in 2007 compared to year 2004. These could fairly critique that the FT market still in growing and JU could explore this opportunity, via launching a new product (ie non-coffee drinks) or increase its market share. Given the coffee markets are move towards customers oriented nowadays. Due to the numbers of new coffee shops appear in Nova Scotia, they are lack of differentiation in coffee choices. This has created an intense competition between coffee markets,...
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