TCI 2014 Shared value creation in the Coffee Industry of Minas Gerais
•Transferir como PPTX, PDF•
1 gostou•1,008 visualizações
By Carlos Tarrason Collado, presented at the 17th TCI Global Conference, Monterrey 2014.
Recomendados
Recomendados
Mais conteúdo relacionado
Mais procurados
Mais procurados (20)
Destaque
Destaque (20)
Semelhante a TCI 2014 Shared value creation in the Coffee Industry of Minas Gerais
Semelhante a TCI 2014 Shared value creation in the Coffee Industry of Minas Gerais (20)
Mais de TCI Network
Mais de TCI Network (20)
Último
Último (20)
TCI 2014 Shared value creation in the Coffee Industry of Minas Gerais
- 1. Shared value creation in the Coffee Industry of Minas Gerais Carlos Tarrason Collado Parallel 1.1 Common problems, common markets and shared value creation 11 November 2014
- 2. 17th TCI Conference Session 1B: Common problems, common markets and shared value creation Shared value creation in the Coffee Industry of Minas Gerais (MG), Brazil 11th November 2014 Monterrey, Mexico
- 3. What is Shared Value? Competitive advantage CSR Shared Value Bottom of the Pyramid Inclusive business models Local Economic Development Integrated and sustainable
- 5. Commodity Arabica in the NYSE
- 6. Is it really a commodity like other grains? Little value not really shared Producer Industry Distribution Lets see our reality…
- 7. Coffee in Minas Gerais WORLD 144 Mi bags US$ 81 bi BRAZIL Prod. 50Mi Cons. 20Mi MG Prod. 20Mi Jobs 100.000
- 8. First steps in Minas Gerais 1990s Producer Industry Distribution + Quality = Premium
- 9. Evolution in Minas Gerais 2000s Producer Industry Distribution + Quality Certifications ++ Quality = Premium
- 10. Minas Gerais today 2010s Producer +++ Quality
- 11. Minas Gerais today 2010s Producer Regional Brands
- 12. Minas Gerais today 2014 Industry Development 2005 2010 2014 Multinationals Regional Specialty 2000
- 13. How to help MG >400 industries to compete against strong multinationals and the concentration of distribution channels 1200 10 65% 2014 Nestlé Smuckers Strauss 43,5% market
- 14. 1. Understand business segments PRODUCT EXPERIÊNCE 2nd WAVE 3ª WAVE 1st WAVE QUANTITY QUALITY
- 15. 1. Understand business segments PRODUCT EXPERIÊNCE 2nd WAVE 3ª WAVE 1st WAVE QUANTITY QUALITY • Fresh • Industrial • Gourmet chanel • Drink • Certifications / Country • Ultra fresh • Semi artesanal/ art. • Gastronomy. • Experience. • Origin (story of the producer) • Not fresh • Economies scale • Masive distribution • Product • Brand
- 16. Which segment is better for MG cluster? PRODUCT EXPERIENCE 1st WAVE 2nd WAVE 3rd WAVE Fragmented business with micro, small a medium companies We went to see where 2nd and 3rd Wave business models are expanding. Business dominated by multinational companies Competition among Medium and large companies
- 17. World Reference in new trends and business models United States of America (US$) 50% comom coffee Seattle, Portland, São Francisco 50% specialty coffee Specialty Coffee Meca
- 18. Example 2nd Wave Specialty coffee small lots fresh grains superior quality A new type of coffe New generation of foodies and roasters 1966 Food Service franchised Growing strategically Own coffee shops Differenciated Institutional supermarkets
- 19. With a good number of coffee shops and good quality CA 180 3 Fonte: www.peets.com 2 5 7 18 8 4
- 20. Menu today
- 21. Company improving quality day to day with focus on freshness Fresh product made in the day by order, “small” lots, by hand Recognition of the quality on the price
- 22. Portland, Oregon Example 3rd Wave Specialty coffee Sell specialty coffee with >86 points to >1000 coffee shops, restaurants and shops at the highest price of the market! Do they really sell coffee or someting else? Adam Maclellan
- 23. Build a brand = Identity Mainly with own coffee shops and selected points of sale 9 own cafeterias Portland Seattle Los Angeles New York 1000 selected cafeterias Some high end restaurants NY SF Gourmet natural fresh shops and supermarkets
- 24. Identity: Show room + business PORTLAND DIVISION BELMONT DOWNTOWN STARK THE ANNEX SEATTLE PINE 12TH NEW YORK W. 29TH W. 8TH LOS ANGELES S. SANTA FE
- 25. Identity: Focus on coffee
- 26. Service = Training + Maintenance
- 27. Quality = Purchase + green coffee control quality
- 28. Roasting Quality = Equipment + People + Freshness (4 industries in the country) + Control Quality
- 30. 3rd Wave strategies Specialized Service Service Marca Branca Identity + + Quality Identity Service Quality Identity
- 31. 3rd Wave = Higher value with the participation of all the value chain actors = Shared Value Producer Industry Distribution Quality Identity Service Quality Identity Delivers the experience
- 32. First results in Minas Gerais
- 33. Firsts results in MG
- 34. Recognition to many people working for it..
- 35. Thanks to the institutions that support this work
Notas do Editor
- Strategy (Greek "στρατηγία"—stratēgia, "art of troop leader; office of general, command, generalship"[1]) is a high level plan to achieve one or more goals under conditions of uncertainty. Alexander the Great - Often called the greatest military commander in history, Alexander expanded the Greek empire to its greatest size, never losing a battle.
- Main question of the presentation How to develop a cluster strategy? Thinking in the majority of the companies of the cluster and the current situtation of the cluster And a company strategy? Thinking in the conditions of the company All the companies have to follow the cluster strategy? The support institutions will follow the cluster strategy
- 1. In 2012 the Minas Gerais association of bakers hired us to develop a strategy for the 1100 bakeries of the city of Belo Horizonte. 2. Around 300 bakeries were closing down because of poor results 3. In part due to competition from supermarkets, since 90s, and new consumer behaviour. 4. The most of the bakeries were saling own made fresh bread and some grocery products 5. There were some differentiated bakeries in the wealthy part of the city (special breads and products)
- Define the business as an industry, sector, … but with a clear definition Define the business segments using demand requirements, and differences in value chain Analize atractiveness and choose one segment Define strategies for the chosen segment and choose the best for the cluster
- Strategy (Greek "στρατηγία"—stratēgia, "art of troop leader; office of general, command, generalship"[1]) is a high level plan to achieve one or more goals under conditions of uncertainty. Alexander the Great - Often called the greatest military commander in history, Alexander expanded the Greek empire to its greatest size, never losing a battle.
- Segmento é um grupo de clientes (empresas ou pessoas) que possui as mesmas demandas (necessidades ou problemas), e que tem critérios de compra definidos. Um segmento de negocio é determinado pelas necessidades e demandas dos clientes. As empresas decidem em que segmentos vão concorrer. As empresas que estão em um mesmo segmento procuram os mesmos clientes.
- Segmento é um grupo de clientes (empresas ou pessoas) que possui as mesmas demandas (necessidades ou problemas), e que tem critérios de compra definidos. Um segmento de negocio é determinado pelas necessidades e demandas dos clientes. As empresas decidem em que segmentos vão concorrer. As empresas que estão em um mesmo segmento procuram os mesmos clientes.
- LONG LIFE Longa vida do produto. Produção em massa com economias de escala. Maior abrangência geográfica. Vendas principalmente de empresa a empresa (B2B). SHORT LIVE Vida curta do produto (1 dia) Produção produto principio a fim. Economia de escala menos importante. Raio geográfico de distribuição limitado (1 hora).