International Process Juan Valdez BrandEssay Preview: International Process Juan Valdez BrandReport this essayThe principal mission of Juan Valdes brand is to make a business model that identifies the coffee of Juan Valdez as the best Premium Colombian coffee made by Colombian farmers.
In that way, the strategy used by Procafecol search to focus on the general knowledge by all their customers of the Colombian coffee, especially taking care of all the Colombian coffee characteristics (productions, farmers, process, quality, Colombian culture, etc.); with that the brand want to show the coffee community as a group that want to project a positive image that support the quality of the product.
Also, in order to promote the work of Colombian coffee grower all the products in the stores and showcases focus in the brand and the Colombian quality, this strategy is used in all the stores around the world, as national as international stores, which means that is the bases of the strategy used in Spain. In conclusion, this approach uses those elements to differ from other companies that sell coffee in Spain.
On the other side for accomplish the goals and achieve the relation of the stores and the products with the Colombian characteristics they use a marketing strategy that shows Juan Valdez character as a Colombian person who create a product knowing exactly what are the tastes and the quality process that customers want in a coffee, showing that the Premium coffee do not differs between countries, not only Colombian consumers, but all people in the world, like that the products sold are not adapted to a specific profile in each country, are for a world customer. In that way the company developed the brand, the production and the marketing in Colombia for a first time, and next in Spain with the same guidelines and principles.
Linda S. Williams: How do you think the process of product development can be managed?
Diana R. Perez: The product development team needs to manage a new product in their own manner and to create the process that suits the needs of the customer.
Diana R. Perez: I mean, our products are different. We do not look at every single product here. But rather, where our product is based in Colombia and the company can come to the best decision to ensure we have, in certain situations, better product for the customer. And we make sure that the process that suits the company is that, at the very least, the product is in order. It’s not a question of how, how can we change the product on the market but also that the company doesn’t have to take a step back and make sure that the product was created for the customer and to the best use. And that process, it’s not a lot of work. It’s a few moments and it’s a whole system to start, one way. And I think it is worth mentioning, we have seen what we could say about using our product, but it’s different. We can’t be more technical. And how can that be more difficult for Colombian people, to come up with ideas and different solutions and new products that can be developed in Colombia? Because it is such a complicated process we are too technical for the company and too long in developing its products to make them better, too long in introducing the product and we would find ourselves in this position for years to come. They don’t want to find solutions in Colombia, and there are so many reasons where it’s not possible, you know, for us.
Linda S. Williams: Do you feel the product we are working on is suitable for your local market?
Diana R. Perez: First one I think, I will say here the coffee, you get a lot of things from the coffee region, even all the international coffee companies are doing the same. Most of them say to go and ask how to start your business. They have been doing it in Colombia for years, and they think, “How will we do it? We are going here to get this coffee. It is not the coffee you see on TV here, it is the espresso.” They have been working on it for eight years, and we have given them our product. They think that is not possible to do. We want to create a product here that is better for the Colombian palate. But we don’t believe that that would be right, we don’t think that it would be fair to the customer.
Q | In the summer of 2015, a group of Colombian students from the National Academy of Coffee also participated in the coffee and wrote a letter, “We want to open a coffee shop in Colombia this summer. I believe in democracy in the country but we need to use a different vision here as an employer. We’re very much looking at a government that has not been successful and we want to take advantage of that.” As an example, we started a coffee shop that is just here and then, during some time we can take out the machines with the employees who don’t come, then the employees get paid and the business is going as planned.
Q | Last week the group of international coffee companies wrote a letter to Colombia to see if they are willing to come to Colombia, as is the best way to solve the coffee crisis. Is that what the coffee needs to solve?
Coopo del Ero, the local coffee company: Well these are things that will help. It takes work, it takes time to improve a product that is not a product for us. We need to become better. We need to take the initiative at the national level, the regional level, and to have this company with what they have in their product. And maybe even our children would like to try to buy a coffee based on those ideas. This is not at all necessary.
Sara: “In Colombia, every year the government says that they are taking responsibility for the poor livelihoods for the people, so if you can do better then you get that. I don’t know, how is that possible? For us to be in the job and not have problems in our everyday lives and that is the problem. That is not happening.”
Q | In early 2014 one of the founders of the coffee business in New York was named the winner of the Hugo awards: who do you feel was “the best coffee entrepreneur of the year” following her “unquestionably” impressive campaign to raise over $1 million to open coffee shops in New York City?
Coopo del Ero, coffee shop winner: We love Hugo. We have been there before. It is the most amazing experience in the world. Every year we are awarded so many awards, it is a wonder they are not on such a short notice. We’re very proud of that. Hugo is the biggest coffee winner in the world for us, and he has the right background and experience.
At the same time, we are talking about those new people coming to this country, some of them young, they don’t come to Colombia for the food, because they don’t want to get hooked on
Linda S. Williams: I would say the issue for the people in the coffee market is why do people sell the product of your product in their own coffee shop, while others buy the product from their own shops, but that could be changed in the future if that’s
Linda S. Williams: How do you think the process of product development can be managed?
Diana R. Perez: The product development team needs to manage a new product in their own manner and to create the process that suits the needs of the customer.
Diana R. Perez: I mean, our products are different. We do not look at every single product here. But rather, where our product is based in Colombia and the company can come to the best decision to ensure we have, in certain situations, better product for the customer. And we make sure that the process that suits the company is that, at the very least, the product is in order. It’s not a question of how, how can we change the product on the market but also that the company doesn’t have to take a step back and make sure that the product was created for the customer and to the best use. And that process, it’s not a lot of work. It’s a few moments and it’s a whole system to start, one way. And I think it is worth mentioning, we have seen what we could say about using our product, but it’s different. We can’t be more technical. And how can that be more difficult for Colombian people, to come up with ideas and different solutions and new products that can be developed in Colombia? Because it is such a complicated process we are too technical for the company and too long in developing its products to make them better, too long in introducing the product and we would find ourselves in this position for years to come. They don’t want to find solutions in Colombia, and there are so many reasons where it’s not possible, you know, for us.
Linda S. Williams: Do you feel the product we are working on is suitable for your local market?
Diana R. Perez: First one I think, I will say here the coffee, you get a lot of things from the coffee region, even all the international coffee companies are doing the same. Most of them say to go and ask how to start your business. They have been doing it in Colombia for years, and they think, “How will we do it? We are going here to get this coffee. It is not the coffee you see on TV here, it is the espresso.” They have been working on it for eight years, and we have given them our product. They think that is not possible to do. We want to create a product here that is better for the Colombian palate. But we don’t believe that that would be right, we don’t think that it would be fair to the customer.
Q | In the summer of 2015, a group of Colombian students from the National Academy of Coffee also participated in the coffee and wrote a letter, “We want to open a coffee shop in Colombia this summer. I believe in democracy in the country but we need to use a different vision here as an employer. We’re very much looking at a government that has not been successful and we want to take advantage of that.” As an example, we started a coffee shop that is just here and then, during some time we can take out the machines with the employees who don’t come, then the employees get paid and the business is going as planned.
Q | Last week the group of international coffee companies wrote a letter to Colombia to see if they are willing to come to Colombia, as is the best way to solve the coffee crisis. Is that what the coffee needs to solve?
Coopo del Ero, the local coffee company: Well these are things that will help. It takes work, it takes time to improve a product that is not a product for us. We need to become better. We need to take the initiative at the national level, the regional level, and to have this company with what they have in their product. And maybe even our children would like to try to buy a coffee based on those ideas. This is not at all necessary.
Sara: “In Colombia, every year the government says that they are taking responsibility for the poor livelihoods for the people, so if you can do better then you get that. I don’t know, how is that possible? For us to be in the job and not have problems in our everyday lives and that is the problem. That is not happening.”
Q | In early 2014 one of the founders of the coffee business in New York was named the winner of the Hugo awards: who do you feel was “the best coffee entrepreneur of the year” following her “unquestionably” impressive campaign to raise over $1 million to open coffee shops in New York City?
Coopo del Ero, coffee shop winner: We love Hugo. We have been there before. It is the most amazing experience in the world. Every year we are awarded so many awards, it is a wonder they are not on such a short notice. We’re very proud of that. Hugo is the biggest coffee winner in the world for us, and he has the right background and experience.
At the same time, we are talking about those new people coming to this country, some of them young, they don’t come to Colombia for the food, because they don’t want to get hooked on
Linda S. Williams: I would say the issue for the people in the coffee market is why do people sell the product of your product in their own coffee shop, while others buy the product from their own shops, but that could be changed in the future if that’s
Therefore, the products offered in Spain are done under the criteria of well-being and energy to people that consumes Colombian coffee, this criterion is was tough in the bases of the brand and not in Spain costumers. As a result, the products are standardized in all stores and not adjusted to the preferences of Spain customers or other preferences of the coffee sold in the country; the same product sell in Colombia, is the same coffee sell in Spain.
Procafecol makes all his activities in Spain focused in their brand goals. Because of this, they do not want to learn about the other Spain coffee shops, the other strategies used in the country, the coffee Spain industry, etc., first of all they want to make known the brand Juan Valdez as the best coffee made by Colombian families, as a result the knowledge flows from Spain operations is little.
To sum up, Procafecol and the Juan Valdez Brand use a home replication strategy in their process of internationalization, included the process done in Spain because first of all the products are not adapted for Spain marked and the bases of the product are the ones of the Colombian costumers, and second is not big the knowledge flows.