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This study aims to identify and classified non-tariff measures (NTMs) on Brazilian imports of robusta coffee beans, calculated a tariff-equivalent of non-tariff barriers (NTBs) and assessed the effects of removing NTBs from upstream and downstream domestic instant coffee supply chain.

The analysis uses documentary research to identify NTMs and the price-wedge method is applied to estimate a tariff-equivalent. The effects of suppressing the tariff-equivalent were evaluated using a partial equilibrium model with constant elasticity of substitution (Armington, 1969) and by incorporating vertical integration and uncertainty (Hallren and Opanasets, 2018).

The results show that NTMs seemingly hinder the entrance of coffee beans into the domestic market. The tariff-equivalent was estimated at 13.61%. Suppressing it reveals that the share of domestic coffee beans used to produce domestic instant coffee falls 0.21 p.p. while the share of domestic instant coffee consumed by the international trade rises 8.60 p.p.

What makes this paper original is that this paper investigated the effects of NTMs in a developing country, namely, Brazil. Although Brazil is one of the largest agricultural producers in the world, it has not appeared in literature in this type of analysis until now. Furthermore, it contributes to the literature on using existing techniques to investigate the impact of NTM removal on individual products in a specific country, in contrast to more recent papers that discuss using multi-country and multi-product data sets at the HTS-6 level. Thus, this paper demonstrates how a case study approach can be useful in quantifying policy changes.

Franchising contributes significantly to national economies but is overlooked in supply chain literature. This study aims to contribute to the franchising and supply chain literature by examining how the digitisation of the franchising supply chain improves firm performance.

A single longitudinal case study approach was selected to investigate how a leading coffee brand digitised its franchising supply chain. Resource constraints theory and agency theory provide the theoretical framework. Data collection included both qualitative and quantitative data. Over two years, chronological, supply chain and thematic analyses and interpretation uncovered important findings and developed four research propositions.

Findings show that digitisation can impact performance in eight areas: Resource management, Resource constraints, Efficiency, Business-to-Business (B2B)/Business-To-Customer (B2C) links, Rapid expansion, Risk mitigation, Information asymmetries and Faster supply chain responses. Four digital technologies (advanced analytics, Internet of Things, Autonomous Mobile Robots and B2B e-shop) impacted three franchisor functions (Machine maintenance, Inventory management, Franchisee and end-customer relations). The study develops four research propositions on how digitisation impacts performance in terms of (1) resource monitoring and control, (2) learning and knowledge creation, (3) coordination and collaboration and (4) competition.

Franchising supply chains have been overlooked in the literature; this study provides insights into using resource constraints theory and agency theory complementarily to explain supply chain digitisation and provides actionable practical implications for selecting, implementing and continuously improving Industry 4.0 technologies in franchising supply chains.

An important characteristic of Fair Trade products is that a fair price is paid to the producer. At the same time the Fair Trade system is accused of being inefficient with respect to the distribution of the price premium paid by consumers along the supply chain. This study aims to focus in particular on consumers' perceptions of fair pricing. Besides, the paper seeks to assess the extent to which consumers' expectations are somehow anchored in or in accordance with reality in Germany in 2007.

To get insights into German consumers' perception of Fair Trade a consumer survey based on face-to-face interviews with n=484 participants was conducted in 2008. To approach the profit distribution along the Fair Trade coffee chain a web-based market investigation was performed.

One important result is that most of the consumers actually narrow Fair Trade down to the issue of paying fair prices to farmers. The comparison of the efficiency of the Fair Trade system that is requested by the study participants (measured as the share of an additional euro paid for a Fair Trade product) and the point of sale calculations (revealing the percentage of the retail price going to the producer) indicates that for 60 percent of the respondents a calculated share of 50 percent reaching the producer would not be high enough. Results reveal that 10 percent of the respondents require a minimum share of 90 percent of the retail price to reach the producer. A total of 23 percent are satisfied with 80 percent; 60 percent of the respondents want that more than 50 percent of an additional euro spent reaches the producer. Only 4 percent of the participants are willing to accept an efficiency of less than 20 percent.

This is the first paper not only investigating how much of the price premium paid by consumers reaches the Fair Trade producers but also delivering insights regarding how much of the price premium paid in the retail store for Fair Trade coffee consumers do request to reach the Fair Trade producer.

Founded in 1971 and acquired by CEO Howard Schultz in 1987, Starbucks was an American success story. In forty years it grew from a single-location coffee roaster in Seattle, Washington to a multibillion-dollar global enterprise that operated more than 17,000 retail coffee shops in fifty countries and sold coffee beans, instant coffee, tea, and ready-to-drink beverages in tens of thousands of grocery and mass merchandise stores. However, as Starbucks moved into new market contexts as part of its aggressive growth strategy, the assets and activities central to its competitive advantage in its retail coffee shops were altered or weakened, which made it more vulnerable to competitive threats from both higher and lower quality entrants. The company also had to make decisions on vertical integration related to its expansion into consumer packaged goods.

Understand how strategy needs to be adapted to new contexts. Understand how to manage tradeoffs involved in growth. Be able to identify possible threats to competitive advantage as a result of growth.

Established in 2010, Mellower Coffee has 40 exquisite chain stores and three branches, namely Mellower Coffee Sales, Mellower Business Management and Shanghai Mellower Roasting Factory. Positioned as a premium coffee brand in China, Mellower Coffee has realized the integrated operation and management of the whole industrial chain from raw coffee trade, roasting factory, coffee retail products, specialty coffee chain, office coffee to coffee academy. It has a vision to attract and cultivate more and more coffee lovers by constant innovation coffee culture promotion.

The purpose of this paper is to present a cross‐country study comparing Colombia and Vietnam, two of the major coffee exporting countries in the world, in terms of their infrastructures, the roles of external shocks, technology adoption at different stages of production, added value, positioning in both domestic and global markets, internationalisation patterns, marketing and branding innovations, regulatory frameworks, and policy environments. This study also explores other aspects linked to production, and marketing strategies that open niche markets such as speciality coffees, and socially‐, labour‐ and environmentally‐responsible trade. Furthermore, it identifies opportunities of cooperation and competition between these two countries.

Using value chain analysis as primary research method, this paper identifies links and dynamics in the value chains that have been developed in the coffee industry in both countries to improve competitiveness, increase sustainability, and respond to market demands.

Using value chain analysis, it was found that Colombia and Vietnam produce different types of coffee, and that both have implemented diverse strategies in order to be more competitive in domestic and foreign markets via product differentiation. These differences make explicit room for cooperation between these two countries in an international environment where fierce competition persists.

Cooperation between producing countries is an under‐researched subject. These findings will be useful both for policy makers in coffee‐producing countries and agribusiness researchers.

The case, briefly reported in the last issue of BFJ, an appeal to a Milk and Dairies Tribunal arising out of a local authority's refusal to grant a licence to a milk distributor because he failed to comply with a requirement that he should provide protective curtains to his milk floats, was a rare and in many ways, an interesting event. The Tribunal in this case was set up under reg. 16(2) (f), Milk (Special Designation) Regulations, 1963, constituted in accordance with Part I, clause 2 (2), Schedule 4 of the Regulations. Part II outlines procedure for such tribunals. The Tribunal is similar to that authorized by S.30, Food and Drugs Act, 1955, which deals with the registration of dairymen, dairy farms and farmers, and the Milk and Dairies (General) Regulations, 1959. Part II, Schedule 2 of the Act provided for reference to a tribunal of appeals against refusal or cancellation of registration by the Ministry, but of producers only. A local authority's power to refuse to register or cancellation contained in Part I, Schedule 2 provided for no such reference and related to instances where “public health is or is likely to be endangered by any act or default” of such a person, who was given the right of appeal against refusal to register, etc., to a magistrates' court. No such limitation exists in respect of the revoking, suspending, refusal to renew a licence under the Milk (Special Designation) Regulations, 1963; an appeal against same lies to the Minister, who must refer the matter to a tribunal, if the person so requests. This occurred in the case under discussion.

Identify the advantages and disadvantages of being first-to-market with a new product in a new environment. Explain the differences between business-to-business (B2B) and B2C markets, how they are interconnected in the speciality consumer good category and the challenges of developing a balanced strategy for both. Assess the competitive positions of different market players within both B2B and B2C. Analyse the role of brand in a niche market and how brand perception influences consumer behaviour. Identify and assess the different strategies for growth in an evolving niche market.

Origin Coffee is an artisan coffee roaster in South Africa grappling with rising competition, evolving consumer tastes and brand management concerns. As an early entrant, Origin largely created the niche market for speciality coffee across the country as both a retail coffee shop and a wholesale supplier to independent shops and businesses. This case follows founder Joel Singer 15 years later, in August 2020, as he contemplates how to scale the business, which has cultivated a brand synonymous with quality and excellence. Repeated efforts to expand the Origin footprint have met with disappointment and the business is still operating exclusively from its original roastery-café in Cape Town. Yet, the customer perception is that Origin is an industry giant – an established player that has outgrown its plucky upstart status. Origin also faces an increasingly crowded competitive landscape of local artisan roasters and larger chains. The case showcases the power of entrepreneurial innovation to cultivate a new niche market, as well as the risks of playing in a market that is very narrow and immature. Students are left to determine what Origin’s place in the future of South African coffee can and should be.

This case is appropriate for students enrolled in postgraduate programmes such as Master of Business Administration and Executive Education programmes. Although the case learnings are transferrable, this case will be particularly useful to students with interests in entrepreneurship, B2B and B2C market strategies and niche market strategy.

Teaching Notes are available for educators only.

CSS 11: Strategy.

This paper aims to investigate the way in which blockchain technology is likely to influence future supply chain practices and policies.

A systematic review of both academic and practitioner literature was conducted. Multiple accounts of blockchain adoption within industry were also consulted to gain further insight.

While blockchain technologies remain in their infancy, they are gaining momentum within supply chains, trust being the predominant factor driving their adoption. The value of such technologies for supply chain management lies in four areas: extended visibility and traceability, supply chain digitalisation and disintermediation, improved data security and smart contracts. Several challenges and gaps in understanding and opportunities for further research are identified by this research. How a blockchain-enabled supply chain should be configured has also been explored from a design perspective.

This systematic review focuses on the diffusion of blockchain technology within supply chains, and great care was taken in selecting search terms. However, the authors acknowledge that their choice of terms may have excluded certain blockchain articles from this review.

This paper offers valuable insight for supply chain practitioners into how blockchain technology has the potential to disrupt existing supply chain provisions as well as a number of challenges to its successful diffusion.

The paper debates the poential social and economic impact brought by blockchain.

This paper is one of the first studies to examine the current state of blockchain diffusion within supply chains. It lays a firm foundation for future research.

Properly conceived, conducted and interpreted, motivation research can be an extremely powerful management tool, designed to help the manufacturer or advertiser to sell more goods. Its aim is to expose the market situation, explain it and suggest courses of action which will lead to desired changes. It is a way of looking at a problem rather than a collection of specialist techniques and is strictly practical. Hence it can be used alongside other market research tools for the solution of marketing problems and can be applied to a wide range of business activities. Much of its development has been in the advertising field but it can also help in the formulation of production policy, solving packaging problems and marketing operations. It is examined here in all these contexts. The idea of motivation research, the reasons for its use and the techniques by which to apply it are discussed, as well as the pitfalls that are likely to occur. New and imaginary case studies are used throughout to illustrate points. A review of the subject literature is included.