- The document provides background information on Just Us! Coffee Roasters Co-op, a fair trade coffee company in Canada. It discusses the history and growth of the company since it was founded in 1996.
- Pauline has recently been promoted to director of marketing and sales and given responsibility for developing a new marketing plan to boost slowing sales at Just Us!'s four coffeehouse locations. She faces several challenges in doing so.
- The document provides details on Just Us!'s coffeehouse locations and operations to provide context for Pauline's upcoming marketing plan.
1. Volume 11
Issue 2
June 2013
Just Us! Coffee Roasters Co-op – Coffeehouse Division
Marketing
Plan1
Case2, 3, 4 prepared by Professor Normand TURGEON5
After another busy workday, Pauline was about to attend a
happy hour in her honour. It was hard
to believe that it had been over two years since that first
meeting with Jeff and Debra Moore. She
could clearly remember her mixed feelings on November 17,
2008, her first day of work as
manager of the Just Us! coffeehouses. Prior to joining Just Us!
she had been building a promising
career at a large multinational. Jeff and Debra were thrilled
when Pauline, armed with a degree
from a prestigious business school and seven years of work
experience, accepted the position at
this worker co-operative.
The outcome was very positive: she had found a job where she
2. could develop her full potential
and where her hard work was appreciated. Tom, the newly
appointed CEO who replaced Jeff,
who had recently semi-retired, confirmed this sentiment during
his toast later that evening:
Pauline, on behalf of all your colleagues, I want to begin by
congratulating you. We are very pleased
with your achievements. Competition in this sector is fierce,
and without your insights, Just Us!
would not be in the enviable position it is today. I would like to
officially announce that, starting
tomorrow, you will be responsible for all marketing and sales at
Just Us!. Debra and I feel that you
are ready to oversee these new functions, considering your
excellent work up to now. And after
having spent more than two years with us, you have a good idea
of the challenges that lie ahead. But
enough shop talk for tonight, let’s celebrate! To your continuing
success, Pauline! Cheers!
As Pauline raised her glass, she thought about her work meeting
with Tom, Debra and Christine,
the new manager of the coffeehouses, scheduled for the
following morning, Wednesday,
January 5, 2011. It was no exaggeration to say that Pauline’s
mind was racing as she pondered all
the challenges she faced. She had embraced the company motto:
“Just Us! is more than a brand,
it’s an ideology.” She knew that the challenges that Just Us!
was facing, in both the coffeehouse
operations and the distribution division, resulted from the
uniqueness of that growing market
4. BADM533 Marketing Management taught by Stephanie
Thacker, University of the Cumberlands from Aug 2019 to Feb
2020.
http://www.hec.ca/en/case_centre/ijcsm
Just Us! Coffee Roasters Co-op – Coffeehouse Division
Marketing Plan
niche.1 For now, her main priority was to devise the most
creative marketing plan for coffeehouse
operations that Just Us! had ever seen.
The Moores and Just Us!: An Evolving Enterprise
The Moores
Ethical values had shaped the careers of Jeff and Debra Moore.
Each founder had participated
actively in many organizations dedicated to social and
community development in the
Maritimes.2 It was these same values that drove Jeff to take a
journey that would change not only
his life, but the life of Debra and many others, beginning in
1995. Meeting with farmers and
small independent producers in Cuba, Mexico and Guatemala
reinforced Jeff’s convictions. This
personal contact engendered business relationships that spawned
a groundbreaking company.
Just Us! Coffee Roasters Co-op Limited
Just Us! Coffee Roasters (JUCR) was incorporated under the
5. Cooperatives Act on March 7, 1996
by the two entrepreneurs. It was the first coffee roaster in
Canada to adopt the cooperative
business model. For Jeff and Debra, it was only natural that Just
Us! adopt the following vision:
“To be a leader-business in Atlantic Canada3 demonstrating a
sustainable worker-owned model,
while providing leadership, locally and globally, to create a
better world.”4 To realize this vision,
Just Us! defined a set of company values that it believed to be
harmonized with those of the
target clientele: justice,5 cooperation, inclusion, integrity,
viability, quality and excellence. As for
the company mission, Jeff and Debra summed it up
convincingly: “People and the planet before
profits.TM”
Just Us! set three main business objectives: 1) participate in the
economic and social
development of small producers from countries around the
world; 2) create local jobs and
reinforce the culture of cooperation and mutual aid among its
employees; and 3) serve Canadian
consumers by offering quality organic products and raising
awareness of a cause they consider
important.
Just Us! was committed to respecting the environment in every
way possible. First, it chose green
energy sources for its production site and coffeehouses. The
managers opted for low energy
transportation modes and adopted a policy that favoured, when
possible, local purchasing of the
various inputs required for operations.
JUDES, a development and education company associated with
7. their business excellence.
A changing organization chart
In its early years, all the business aspects of Just Us! were seen
to by a few managers and
employees. Business development and organization of
production were Jeff’s responsibility;
Debra managed daily operations and finance. Yet the company
evolved very quickly, and so did
its organization chart. In late 2010, the company had over 70
employees distributed in six
administrative functions (see Exhibit 3).
Debra’s responsibilities included finance, employee relations
and management of business
processes and systems. Christine, who had recently been hired
to replace Pauline, was
responsible for leadership of the four Just Us! coffeehouses.
Specifically, she supervised the team
leaders assigned to each coffeehouse. As coffee director, Austin
oversaw the supply chain for all
imported products, which involved travelling to several
countries to maintain good business
relations with producers. Neil was in charge of operations, in
particular roasting and bagging the
coffee and preparing orders for shipment. Staya, manager of
JUDES, helped put the Just Us!
mission into practice.
Because Just Us! did not have vast means or technical expertise,
it subcontracted some of its
operations such as production of soluble coffee and some
chocolate bars, and bagging of bulk tea,
sugar and cocoa.
8. Two divisions are better than one
The idea of dividing the business operations of Just Us! into
two had surfaced a few years earlier,
mainly to allow the co-op to monitor its sales results more
closely. Debra had suggested that the
Just Us! coffeehouses be considered as internal customers
(called the coffeehouse division) and
all other buyers as external customers (called the distribution
division). These two types of
customers thus became profit centres, an “input necessary for
the growth of the organization,
even if we are a co-op,” Debra said. However, she knew very
well that either or both of these
clients would become, to some extent, competitors for retail
sales of Just Us! products.
Consequently, knowing how to manage all operations without
creating conflict was crucial.
Pauline’s new responsibilities
Her recent promotion to a newly created position of marketing
and sales director led to a
reshuffling of the organization chart and a rethinking of the
methods at the cooperative. She was
now the head of the two divisions of Just Us! and controlled the
Just Us! product line. Her duties
included coordinating communications for the coffeehouses and
the events (shows, conferences,
benefits, etc.) staged there, setting the sale prices and deciding
on promotions for all products.
She was also in charge of marketing activities and the sales
team dedicated to wholesalers and
1 For example, The Flower Cart, an organization dedicated to
the social integration of adults with mental disabilities, helped
10. Jeff announced a few months earlier that he was taking early
semi-retirement. After a search for a
successor, Tom was selected because of his vast experience in
the food industry. He also
impressed the selection committee during his final interview.
He saw Just Us! as a company with
solid foundations and enormous potential, and wanted to help it
grow.
Growth Objectives amid Formidable Challenges
As demand in the fair trade and organic product market niches
escalated, Just Us! faced
competition from several newcomers to the market, together
with established coffeehouses that
had begun to offer these products. Predictably, several major
food distribution companies such as
Loblaws, Sobeys and other supermarkets developed their own
brands of fair trade and organic
products for home preparation. Pauline felt that competition in
the coffeehouse sector was
coming at them from all directions.
To Pauline’s great relief, JUCR’s total sales data showed year
after year growth (see Exhibit 4).
However, sales of the four coffeehouses had recently begun to
level off (see Exhibit 5). The
financial crisis that hit the United States in 2008 had spread
around the world, causing a severe
recession. The Canadian economy felt the effects of the
turbulence; the restaurant sector was hit
particularly hard. After analyzing the situation closely, Pauline
concluded that the variation in
coffeehouse sales was attributable to a plunge in tourism in the
12. http://m.theglobeandmail.com/globe-investor/a-second-shot-for-
second-cup/article1849849/?service=mobile
Just Us! Coffee Roasters Co-op – Coffeehouse Division
Marketing Plan
obligation to offer products with organic ingredients, coming
from local producers, if
possible, more of a constraint than a commercial edge? Is it
time to review this approach?
• Cultural activities at the coffeehouses seem to be running out
of steam. So, why have
other coffeehouses developed the same formula to attract
clients? Should I suggest to
Tom that he cut Sarah’s position so he can invest her salary
elsewhere, e.g., in promotions
with major discounts for students, a good segment of the market
for the Wolfville and
Spring Garden coffeehouses? Or use advertising much more
dynamically?
• Although the coffeehouses offer free Wi-Fi access, why have
we never been recognized
as the best Wi-Fi spot in Halifax? How many customers per day
are we losing to the
competition? And how much in sales? Should we cut this
service and invest the money
saved elsewhere?
• Why not buy out and merge with the three satellite coffee
shops at the universities and
boost the division’s sales that way? For 2011, this would solve
the problem of sales
13. growth, so what are we waiting for?
• If it is impossible to buy the satellite coffee shops, should we
open new coffeehouses to
compensate for stagnating sales? Maybe we could even buy an
independent coffeehouse,
for example the Public Gardens coffeehouse, and convert it to
the Just Us! brand.
• Regarding the 2011 marketing budget, how much should we
ask for? What arguments
should I put to Tom? And how can I use this money to best
promote our coffeehouses,
especially our flagship, the Grand-Pré coffeehouse?
Just Us! Coffeehouse Locations
Tom was very pleased with the atmosphere in each coffeehouse.
They had been designed as a
forum for social and community life, the famous “third place.”1
Each of the coffeehouses had its
own style, rather than a standardized design. Indeed, the
founders tried to harmonize the
coffeehouse with the clientele.
Not only did its atmosphere stand out, but Just Us! had won
several prizes, including “best
coffee, espresso-based” by the website The Coast in 2008. The
Just Us! baristas2 and the
management team alike were very proud of their achievements.
Regular employee training was
instrumental to this success.
Presence in Halifax. The Halifax locations were the Barrington
and Spring Garden coffeehouses,
15. three-story Victorian building, which inspired the style of the
coffeehouse. Its clientele was
diversified, made up of students, area residents and tourists. It
hosted various cultural events, and
the walls served as an exhibition space for local visual artists.
The space had just undergone
minor renovations; a few tables were added. The outdoor area
had also been remodelled to make
room for a patio.
Presence in Wolfville. The coffeehouse in Wolfville was the
second to open, after a partnership
agreement was reached with a local movie theatre.1 The service
counter occupied the lobby of the
movie theatre, and the tables were set up in an adjacent room.
Tables were added in the lobby
during major events. Situated near Acadia University, the
coffeehouse saw heavy volume at
different times of the day, which was reflected in its business
hours. The clientele of the
coffeehouse was a mix of students and residents. Tourist traffic
increased in the summer.
Presence in Grand-Pré. The Grand-Pré coffeehouse was located
in the company’s head office
and roasting plant. The premises also hosted the JUDES fair
trade product museum. This
coffeehouse carried the largest assortment of coffee, tea,
chocolate and other takeout products.
Like the Wolfville coffeehouse, it offered a fairly extensive
breakfast and lunch menu, together
with a wide range of food for takeout (see Exhibit 7). It was
situated on a national highway and
was visible to people travelling to or from Halifax, the
provincial capital. The parking lot was
16. very large and could accommodate vehicles of all types, which
eased access. The geographic
location of the coffeehouse gave it an undeniable competitive
advantage.
Heightened Competition
Regarding competition, coffeehouses similar to Just Us! had
mushroomed in Canada in recent
years.
Pauline had been worried about the direct competitive situation
of the Wolfville and Grand-Pré
coffeehouses when she was in charge of managing these stores.
Christine had similar concerns.
While no direct competitors were situated near the Grand-Pré
coffeehouse, a fairly large number
of restaurants in the area offered varied menus and quality
coffees and teas. In Wolfville, the
owners of a very friendly and inviting rival coffeehouse situated
near Just Us! staged evening
shows (e.g., music) free of charge. Audience members were
encouraged to buy beverages on site.
In addition, restaurants offered coffee, tea and infusion
products, some of which were supplied by
Just Us!.
Christine considered the coffeehouses in Halifax a priority
given the large number of
competitors, from independent businesses to members of large
or small national or international
chains that were prospering in the area.
The Tim Hortons restaurant chain was very visible owing to the
large number of outlets, and
18. business program known as “Tim Hortons Coffee Partnership,”1
which illustrated the magnitude
of the fair trade trend in this sector. Six Tim Hortons
restaurants were situated near Just Us! in
Halifax.
Another competitor was the specialty coffeehouse chain Second
Cup™, which had 340 locations
in Canada. With four franchise stores in the Halifax area,
including one situated on Spring
Garden Road, very close to that of Just Us!, Second Cup could
satisfy the needs of customers
seeking quality products; it carried 24 varieties of coffee
certified as fair trade by the Rainforest
Alliance. The chain also offered teas prepared according to
unique recipes and specialty drinks.
However, the food menu was not comparable with that of Just
Us! coffeehouses. With over
35 years of experience in preparing coffee-based drinks, Second
Cup promised a perfect coffee
every time.2 Consumers could also shop on its website.
StarbucksTM, with over 1,000 corporate points of sale in
Canada, was another formidable rival.
This chain had 13 service points in the province of Nova Scotia,
including eight in the Halifax
metropolitan area. A Starbucks coffeehouse was situated very
close to the Spring Garden
coffeehouse, and another near the Barrington coffeehouse. The
Starbucks coffeehouses offered a
food menu,3 though not as extensive as that of Just Us!. The
chain carried a varied line of coffees,
teas and other beverages certified by Fairtrade International, but
did not have a line of organic
products comparable to that of Just Us!. Some Starbucks
products were distributed in large
20. For the exclusive use of p. chauhan, 2019.
This document is authorized for use only by pankaj chauhan in
BADM533 Marketing Management taught by Stephanie
Thacker, University of the Cumberlands from Aug 2019 to Feb
2020.
http://www.timhortons.com/ca/en/difference/coffee-
partnership.html
http://www.secondcup.com/best-latte/?nutcat=2&productid=7
http://www.starbucks.com/menu/food
Just Us! Coffee Roasters Co-op – Coffeehouse Division
Marketing Plan
Steve-O-Reno’s Cappuccino, with its famous Egg-O-Reno
breakfast sandwich-bagel, was a
competitor to be reckoned with, especially because this
independent coffeehouse offered a menu
based on organic ingredients. With only one branch, located
between the two Just Us!
coffeehouses, this competitor was definitely on Pauline and
Christine’s radar, especially because
it was awarded the prize for best coffee (espresso and regular)
by the local weekly The Coast in
2009.
The Wired Monk, a coffeehouse chain from western Canada,
had recently opened a franchise in
Halifax. Located in the tourist and business districts, fairly
close to the Barrington coffeehouse,
this coffeehouse sold fair trade and organic coffee. The food
21. menu was similar to that of Just Us!,
but the ingredients used were not promoted as being organic or
coming from local producers. The
Wired Monk was fully licensed to sell beer, wine and liquor. It
won the award for “Best WiFi
Spot” (The Coast) for two years running, in 2009 and 2010.
Part of the Halifax landscape since 1938, Java Blend Coffee
Roasters was another independent
coffeehouse that offered fair trade coffee, but only since 1999.
It was located a good walking
distance from the two Just Us! coffeehouses. Java Blend had
won a prize for best espresso and
best regular coffee (The Coast) in 2010. That year, Just Us!
placed second, followed closely by
Steve-O-Reno’s Cappuccino.
Coburg Coffee House sold fair trade and organic coffee, and,
like Trident, had a used book
exchange shelf. It offered catering services, as advertised on its
website. Located in the vicinity
of two Just Us! coffeehouses, Coburg Coffee House held regular
cultural activities.
Another local chain, Uncommon Grounds, A Coffee House, had
three locations, two permanent,
and one open from April through October in the Halifax Public
Gardens, near the Spring Garden
coffeehouse. It offered food and drinks in a modern atmosphere,
calling itself an “urban café.”
These coffeehouses carried fair trade coffee and provided
catering services. Although it was a
recent arrival in the market, this chain closed one of its stores
in 2010. Uncommon Grounds won
the “Best Wi-Fi Spot” (The Coast) in 2008.
23. Just Us! Coffee Roasters Co-op – Coffeehouse Division
Marketing Plan
area were extremely supportive of these positioning choices,
which had largely contributed to the
cooperative’s good reputation. Just Us! was proud to have been
selected as one of the five
finalists for company of the year by the Halifax Chamber of
Commerce in 2010.1
A second reason for the success of the company was the sense
of timing. Just Us! had arrived on
the scene well before the resurgence in coffeehouse popularity,
and virtually pioneered the fair
trade and organic product trend in its sector in Canada.
The third factor driving the success of the coffeehouses was the
menu, consisting of dishes made
entirely from quality ingredients and served in a friendly
atmosphere. One of Christine’s
responsibilities was to maintain this level of quality and
enthusiasm for the food offered, known
for its freshness and flavour, regardless of whether it came from
the coffeehouses’ kitchens or
subcontractors.
Lastly, the success of the coffeehouses rested on the fact that
each had a dedicated team leader,
most of whom were employees who had gradually climbed the
echelons. All employees had
embraced the Just Us! philosophy and shared its values. The
ultimate objective of the service
24. staff in each of the coffeehouses was to ensure that customers
would not only be satisfied with
their visits and purchases, but would leave with the feeling of
having shared a common cause.
Marketing in action
When she joined Just Us! in 2008, Pauline had brought
considerable marketing experience. She
quickly observed that the advertising budget was too low, but
she knew very well that this was
mostly due to a lack of time and expertise rather than to
deliberate restriction. When Jeff said that
he would not hesitate to allot more funds to advertising, Debra
openly admitted that the situation
had to change, and expressed confidence in Pauline’s creativity.
Thus, the advertising budget
ballooned from a meagre $7,000 in 2008 to $20,000 in 2009 and
2010.
The media plan for 2010 (see Exhibit 8) was almost the same as
that of the previous year,
centring on advertising in the two major dailies in the province
(see Exhibit 9 for sample ads).
Additional advertising was placed in business and university
magazines, and at sales locations
using indoor and outdoor signs. Promotional activities took
place throughout the year, following
the same model from year to year; they had remained nearly
unchanged since Just Us! opened.
Upon Pauline’s initiative, social media were added to the
communication tools, but their use was
limited to a simple online presence. There were no plans to
create communities of interest on
social networks, mainly because Pauline did not have time to
manage them effectively.
26. thought. What campaigns should she design now that she could
dedicate herself fully to this area?
The scant budget had always been a constraint, but this
reasoning did not automatically apply to
editorial advertising.
Cultural activities and events had always been featured at the
coffeehouses, especially at the
Spring Garden and Wolfville locations. The Grand-Pré
coffeehouse participated in this effort by
showcasing the fair trade museum.
The assignment
After affably inquiring how Pauline found her new
responsibilities, Tom got right down to
business. Pauline listened without interrupting.
“For now, you have to concentrate on the all-important plan for
the coffeehouse division, because
the management committee is expecting it soon. I know that it’s
a tall order for you. The
distribution division is going well, sales have even tripled in the
last few years. It would be good
to see an equivalent increase in sales for the other division.
But I insist that we must preserve our identity. And broadcast it
loud and clear! We are a worker
cooperative and our mission is to participate in the development
of a better world at home and for
our producers, who are our partners, and some of whom have
even become friends. We have a
strong organizational culture. We have a brand image and
because of that we have a good
customer base. It’s not the time to be thinking about expansion
or radical changes. We have to
27. build on our strengths and develop our business, and I’m not
expecting miracles. I really want to
help you reach this goal of sustainable development. Tell me
how. Is there something I can do
immediately?”
Pauline lobbed the ball back into Tom’s court, saying, “As a
matter of fact, Tom, one or two
topics come to mind. This mission of mutual aid and the quest
to offer the best quality are, in my
view, our hallmark. The return on that is worth as much as the
sales we generate year after year.
Just Us! has succeeded without a significant marketing effort in
the past because we were lucky
to get in on the growing popularity of fair trade and organic
products in our sector. The landscape
has recently changed. We are no longer immune from the
marketing efforts of other coffeehouses
and food distributors. You probably saw this coming… to
consolidate our position we have to
invest more in Just Us! brands. As manager of the coffeehouses,
I increased the marketing budget
considerably. Jeff and Debra agreed to allot $20,000 in 2009
and 2010. Well, the coffeehouse
division generated more than $2 million in independent income
last year. But this budget
represents only 1%, which is not enough. What do you think of
5% of the projected independent
revenues?”
The question seemed puzzling. What did Pauline mean by
“independent revenues”? Tom asked
her directly and was satisfied with the answer, if not the
proportion she was asking for. “I
understand that sales of coffee for home preparation were not
included in the calculation. Fine.
31. not only can producers increase
their income and thus invest in the development of their
community by adding social services
(e.g., health and education), but by purchasing directly from
producers, companies marketing fair
trade products can put into practice the social responsibility
discourse enshrined in their charter
of values. By 2011, fair trade had become a global philosophy
and a well-organized trade
practice, encompassing 827 organizations working with 1.2
million farmers.2
Organizing and promoting fair trade
Fairtrade International3 was founded in Germany in 1997, with
the aim of unifying and
standardizing fair trade initiatives around the world. Fairtrade
International developed fair trade
standards and applied them using the equitable certification
symbol FAIRTRADE, a trademark
licensed to national organizations dedicated to promoting this
trade practice. FLO-CERT, a
company affiliated with, yet independent from, Fairtrade
International, certified the authenticity
of producers, buyers and processers, along with their
commitment to trading fairly.4 Fairtrade
International dictated the price policy for merchandise subject
to this form of trade: beyond a
minimum price that varied according to the market and other
trade imperatives,5 buyers were
charged a premium to develop producers’ communities.
Fairtrade International is thus an umbrella organization in the
fair trade world, of which Fairtrade
Canada,6 whose head office is in Ottawa, is a member in good
standing. This organization
33. This document is authorized for use only by pankaj chauhan in
BADM533 Marketing Management taught by Stephanie
Thacker, University of the Cumberlands from Aug 2019 to Feb
2020.
http://www.organic-
market.info/web/News_in_brief/Fair_Trade/Fairtrade/176/185/2
0/7883.html
http://www.bmonesbittburns.com/economics/focus/20110218/fe
ature.pdf
Just Us! Coffee Roasters Co-op – Coffeehouse Division
Marketing Plan
balls, wine and flowers.1 Although sales of some fair trade
products have not yet reached mass
market volume, the data show considerable increases in some
fair trade products over the years
(see table below). Despite the sharp fluctuations in supply and
demand for fair trade products,
statistics tend to show that Canadian consumers have responded
to the promotional efforts of
Fairtrade Canada. Indeed, for many years Canadians have been
renowned for their staunch
support for social policies.
Volume (kg) of Fair Trade Certified Products Sold in Canada
2003 2004 2005 2006 2007 2008 2009 2010
Coffee 663,770 940,000 1,466,900 2,363,262 3,871,582
5,029,440 5,610,955 5,876,689
34. Cocoa 53,616 136,300 225,846 430,269 432,774 604,988
337,769* 1,385,070
Sugar 18,956 45,415 116,970 230,677 404,648 391,895 391,659
440,045
Tea 5,903 9,060 15,783 27,398 70,936 87,457 90,080 56,834
Annual Growth (or Decrease) in Volume of Fair Trade Certified
Products Sold in Canada (%)
2003 2004 2005 2006 2007 2008 2009 2010
Coffee 56 42 56 61 64 30 12 5
Cocoa 205 154 66 91 1 40 (44) 310
Sugar 55 140 158 97 75 (3) 0 12
Tea 37 53 74 74 159 23 3 (37)
Fairtrade Canada Registered Companies
2003 2004 2005 2006 2007 2008 2009 2010
Total
licensees
110 124 145 185 239 264 243 231
New
licensees
25 12 24 45 59 38 25 15
*This decline had more to do with poor harvests than a change
in the behaviour of processers, importers or consumers.
Source: Adapted from Fairtrade Canada
1
http://fairtrade.ca/sites/default/files/FTC%20Volumes%201998-
2009%20FR.pdf
36. historic sites after the province of
Quebec, which is well in the lead.2
Nova Scotia is proud of its nine universities, the majority of
which are located in the Halifax
metropolitan area. With nearly 300,000 inhabitants, Halifax is
the main business centre of the
province. Two other areas stand out: the Bay of Fundy and the
Annapolis Valley, home of Acadia
University, in Wolfville. Wolfville is a small regional capital
with a highly developed tourism
sector. Its population doubles in the summer, to almost 8,000.
Wolfville has earned many
honours, including that of the First Fair Trade Town in
Canada.3 The Just Us! head office is
situated in Grand-Pré, a few kilometers from Wolfville, on a
busy stretch of the Trans-Canada
Highway.
The Canadian food industry is shaped by several trends,
including the pursuit of convenience,
with consumers seeking easy-to-prepare and readily available
food products; a growing
awareness of the importance of health, leading to a demand for
freshness; good value for money,
with quality taking precedence; and sustainable agriculture,
with local purchasing topping the list.
Another important trend is the consumption of fair trade
products, which appeal to Canadian
consumers because of their authenticity. The history behind
these products is important; it allows
Canadian consumers to make an ethical gesture by helping
communities of producers around the
world.4
38. Source: Adapted from Just Us!
Tom
Chief Executive Officer
Debra
Director
Finance, Employee
Relations & Systems
Pauline
Director,
Marketing & Sales
Jill
Senior Sales Representative
Valérie
Sales Representative
Colleen
Internet Sales, CRM and Shipping
Liz
Mail Order, CRM and Shipping
Sarah
Advertising, Sales Promotion & Events
Planning
Neil
40. BADM533 Marketing Management taught by Stephanie
Thacker, University of the Cumberlands from Aug 2019 to Feb
2020.
Just Us! Coffee Roasters Co-op – Coffeehouse Division
Marketing Plan
Exhibit 4
Just Us! Coffee Roasters Co-Op (JUCR) Revenues
Table 1a – Annual Revenues 2005-2010
2005 2006 2007 2008 2009 2010
Roasted Sales1 $1,819,994 $2,260,442 $2,827,220 $3,278,530
$3,543,801 $3,777,0896
Coffeehouses2 $986,216 $1,368,230 $1,810,985 $2,303,956
$2,396,697 $2,226,390
Chocolate
Factory3 $24,239 $84,011 $132,488 $144,501 $71,765
5 $110,291
Other4 $439,483 $600,059 $773,734 $809,888 $1,006,277
$967,751
Total $3,269,932 $4,312,742 $5,544,427 $6,536,875 $7,018,540
$7,081,5217
Notes:
1. “Coffee” refers to sales of coffee beans (roasted in-house or
at home by the customer) via a distribution channel other
than Just Us! coffeehouses (supermarket chains, fine grocery
41. shops, restaurants, other coffeehouses, events, mail order,
etc.). Just Us! had to adjust its sale prices for retailers and
consumers in 2006 and 2009. All coffee beans used were of
superior quality, and came from producers’ cooperatives in 11
countries, the main ones being Mexico, Peru,
Guatemala, Bolivia, Indonesia and Colombia. The roasting
process was varied and provided coffee beans ranging from
light to dark. A special process was used to produce
decaffeinated coffee, offered in two varieties. Just Us!
deliberately
sought the best roasting methods and offered unique varieties
exclusively at its coffeehouses. Just Us! coffee was even
known and distributed in the United States, mainly through
mail-order sales, to tourists who had tasted it when visiting
the area. Its organic production process – from the coffee fields
to the final packaging – was sought after. Great care
was taken to offer a high-quality product recognized for its
superb freshness. The Just Us! processing plant was
certified organic by Organic Certified Producers and Processors
for all product lines.
2. Includes all sales by Just Us! coffeehouses.
3. “Chocolate Factory” refers to handcrafted and bulk chocolate
sales.
4. “Other” includes teas, sugar, gift baskets, books, coffee gear
(Bodum and Just Us! travel mugs) and all other Just Us!
merchandise (caps, mugs, etc.). Also included are chocolate
bars (production outsourced to a large candy company –
made with fair trade bulk chocolate), imported by Just Us! and
sold as Just Us! chocolate bars, along with promotional
items and crafts that were either imported or made by local
artists. Teas were imported from four countries renowned
for being among the best producers in the world: Sri Lanka,
India, Ecuador and South Africa. All tea was organic and
came from cooperatives that cultivated it with utmost care. Tea
43. This document is authorized for use only by pankaj chauhan in
BADM533 Marketing Management taught by Stephanie
Thacker, University of the Cumberlands from Aug 2019 to Feb
2020.
Just Us! Coffee Roasters Co-op – Coffeehouse Division
Marketing Plan
Exhibit 5
Just Us! Coffeehouse Division Revenues
Table 1a – Revenues per Coffeehouse and Product Category
(2008)
Grand-Pré Barrington Wolfville Spring Garden
Coffeea $268,066 $54,969 $56,364 $79,252
Drinksb $152,307 $150,449 $208,967 $201,775
Just Us! Productsc $89,028 $16,443 $23,958 $25,771
Merchandised $90,914 $14,486 $11,072 $22,504
Bodume $20,410 $3,048 $3,009 $5,559
Lunches $56,452 $58,307 $52,743 $108,870
Bakery $56,646 $27,044 $44,365 $30,571
Otherf $5,600 $(216) $10,658 $119
Total
$739,424
$324,535
$419,085g
44. $411,136
$539,999h
$474,421
$605,448i
Notes:
a) “Coffee” refers to roasted coffee beans (or green beans sold
to customers who roast the beans themselves) sold in the
coffeehouses for home consumption. Just Us! Coffee Roasters
sold the coffee beans to their four coffeehouses at the
wholesale price.
b) “Drinks” refers to all the beverages sold in the coffeehouses,
e.g., coffee, tea, bottled drinks.
c) “Just Us! Products” refers to all the cooperative's products,
other than coffee, sold for home consumption (tea, sugar,
chocolate bars and products of the Chocolate Factory).
d) “Merchandise” refers to books, candles and a selection of
other small craft items purchased locally by Just Us!.
e) “Bodum” refers to all coffee and tea accessories sold in the
coffeehouses.
f) “Other” refers to gift baskets, gift cards, event tickets, etc.
g) Sales by product category were not reported for January,
February and April (2008) for Barrington. Monthly Total
Revenues are $31,831, $30,812 and $32,537 respectively, and
therefore Total Revenues should be $419,085.
h) Sales by product category were not reported for January,
February and April (2008) for Wolfville. Monthly Total
Revenues are $39,907, $41,493 and $47,461, respectively, and
therefore Total Revenues should be $539,999.
56. This document is authorized for use only by pankaj chauhan in
BADM533 Marketing Management taught by Stephanie
Thacker, University of the Cumberlands from Aug 2019 to Feb
2020.
Just Us! Coffee Roasters Co-op – Coffeehouse Division
Marketing Plan
Exhibit 8
Marketing Communication Activities
A) Media Plan
Newspapers Magazines Indoor & Outdoor
Advertising
Point-of-
Purchase
Advertising
Internet Sales Promotion
Jan. The Grapevine
(TG)
Sandwich
board/signs
Website
Facebook
58. May TG Sandwich
board/signs
W/F/T Mother’s Day
Chocolate
June TG – CH Sandwich
board/signs
W/F/T Father’s Day
Chocolate
July TG – CH Sandwich
board/signs
W/F/T
Aug. TG – CH University
publications/
handbooks
Sandwich
board/signs
Drink Special
for Students
W/F/T
Sept. TG – CH Sandwich
board/signs
W/F/T
Oct. TG – CH Sandwich
board/signs
59. Co-op Week
Promo
W/F/T Halloween
Chocolates
Nov. TG – CH Barista
Magazine
Sandwich
board/signs
W/F/T
Dec. TG – CH Sandwich
board/signs
W/F/T Christmas
Chocolates
B) Events
Grand-Pré No events – Room rentals for groups in the
evening/weekends
Wolfville Open Mike Night (on demand, on average once each
quarter)
Art Festivals (Jack’s Gallery)
Deep Roots Music Festival
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Running head: PRACTICAL CONNECTION ASSIGNMENT 1
PRACTICAL CONNECTION ASSIGNMENT 3Practical
Connection Assignment
Dhivya Balasubramanian
University of the Cumberlands
Professor Ken Belcher
Date 2/15/2019
Organizational leadership is one of the important skill for any
individual or a group of people works in an organization. It may
be a small company, project or even a big organization.
Employees should have the ability to see a small and whole
picture of the organization for effectively working in the
company. Decision making is a skill one need to work on it,
good leaders will have good decision-making skills.
IT Value
IT value is based on return getting back from investing in IT.
Though it’s harder to calculate the return over investment in IT
and it takes time. I have 6 years of work experience in IT when
I was working a Quality Analyst initially most of the regression
testing we were performing are manual base it has a lot of
person effect and tedious to complete it on time. This regression
testing is a repetitive process and one has to perform whenever
there is a change or update in the system. This cost more money
