2. COMMERCIAL ANALYSIS OF JUAN VALDEZ
BUSINESS LINES:
• BIG SURFACES.
• INSTITUTIONAL CHANNEL
• E-COMMERCE PORTAL.
3. VALUE PROMISE
• GENERATE EMOTIONS, WELL-
BEING AND SATISFACTION
AROUND THE BEST COFFEE IN
COLOMBIA
4. VISION
• BE THE PREMIUM COFFEE BRAND
COLOMBIA PREFERRED GLOBALLY FOR
QUALITY AND WELFARE GENERATION
AROUND.
5. OBJECTIVES
• JUAN VALDEZ POSITION AS THE PREMIUM BRAND OF COLOMBIAN COFFEE IN THEIR
CURRENT AND POTENTIAL MARKETS.
• STRENGTHEN BUSINESS MODELS GENERATING SHAREHOLDER VALUE SUSTAINABLY.
• BUILD AND CONSOLIDATE AN ORGANIZATIONAL CULTURE ORIENTED SERVICE AND
INNOVATION.
• ENSURE COMPLIANCE WITH THE PROMISE OF JUAN VALDEZ VALUE IN
INTERNATIONAL MARKETS.
• GENERATING SATISFACTION TO OUR CUSTOMERS ABOUT PRODUCTS, ENVIRONMENT
AND DIFFERENTIATED SERVICES.
6. HOLDING COMPANY
• IT IS UNDERSTOOD AS AN ECONOMIC ORGANIZATION HOLDING
THAT CONTROLS A NUMBER OF COMPANIES THAT GUARANTEE
CONTROL OVER THE VARIOUS MARKET FACTORS.
ADVANTAGE
• IT CAN BE CONSIDERED A FORM OF ENTERPRISE INTEGRATION,
WITH ALL THE BENEFITS IT REPRESENTS, BUT ALSO ARISES WHEN A
GROUP OF CAPITALISTS IS ACQUIRING PROPERTIES AND VARIOUS
FIRMS SIMPLY LOOKING FOR THE PROFITABILITY OF EACH ONE AND
NOT THE INTEGRATION OF ITS ACTIVITIES.
DISADVANTAGES
• IN SOME COUNTRIES THE ANTITRUST LAWS MAY RESTRICT THIS
PRACTICE
7. GLOBAL STRATEGIC
Customers Providers coffee guild.
It is the ultimate consumer of
our stores in supermarkets
and institutional channel.
are the providers of goods
and services that make
possible our operation. part
comes from the institutional
framework federacion
nacional de cafeteros
Mainly federación nacional de
cafeteros and CENICAFE as a
center of research and
development.
Shops FNC FNC
Retail Almacafe:
Torrefactora
CEDI
institucional strategic CENICAFE
8. INTEREST GROUPS.
employees. investors society
It includes corporate partners
and the caloboradores of our
stores and personal service
baricultores
shareholders, franchisees
and partners of the
international channel of our
organization.
academies, NGOs, the allies
thought of our partner shops
nearby to our community and
competition.
corporate shareholders. academies
baricultores franquisiados. Competitors
partners ONG and allies
9. ADVANTAGE
• ACCORDING TO FIGURES FROM
EUROMONITOR (2013), THE COFFEE
MARKET IN THE MIDDLE EAST AND
AFRICA IS DYNAMIC AND IS
CURRENTLY EVALUATING MORE
THAN 4 MILLION, WITH AN
ESTIMATED GROWTH OF 5.5%
BETWEEN 2012 AND 2017.
10. DISADVANTAGES
AT LEAST 8 STORES JUAN VALDEZ CLOSED BEFORE
THE END OF 2009.
WORLDWIDE ECONOMIC CRISIS.
THIS PHENOMENON IS MORE EVIDENT IN THE
COFFEE "ARE PERCEIVING THAT INDEED THE
ECONOMIC SITUATION IN THE COFFEE AREA IS
DEPRESSED, THESE STORES ARE YIELDING RESULTS
BELOW STORES OTHER AREAS. MAY CLOSE SOME OR
CHANGE OF LOCATION" ( DECEMBER 4, CATALINA
CRANE MANAGER PROCAFENOL)
