Differentiation Strategy in the Brazilian Coffee Market
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Data de Publicação: | 2007 |
Outros Autores: | , |
Tipo de documento: | Artigo |
Idioma: | por eng spa |
Título da fonte: | Revista Brasileira de Gestão de Negócios (Online) |
Texto Completo: | https://rbgn.fecap.br/RBGN/article/view/58 |
Resumo: | This article aims to verify whether Brazilian consumers have perceived the differentiation strategies of roasting and grinding companies. For that purpose, the profile of the demand for different types of coffee was correlated with their consumption history (price and quantity). 2002 and 2004 monthly data series from Sao Paulo metropolitan region were classified into the following groups of coffee products: Gourmet, Ground Traditional and Vacuum Ground. The main results showed a behavioral change, albeit small, in the period studied. Compared against the Traditional type, the Gourmet and Vacuum types have gained market share, once they present a higher added value. Considering that there was an almost imperceptible change in the budgetary restriction of the consumers in the period and region analyzed, it is concluded that the strategic change, i.e., added value through differentiation in the characteristics of the product, mainly the sensorial one, allowed for an increased participation of coffee in the basket of consumers goods.Key-words: Coffee. Differentiation. Demand. Strategy. |
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Differentiation Strategy in the Brazilian Coffee MarketEstrategia de Diferenciación en el Mercado Brasileño del CaféEstratégia de Diferenciação no Mercado Brasileiro de CaféCoffee. Differentiation. Demand. Strategy.Café. Diferenciación. Demanda. Estrategia.Café. Diferenciação. Demanda. Estratégia.This article aims to verify whether Brazilian consumers have perceived the differentiation strategies of roasting and grinding companies. For that purpose, the profile of the demand for different types of coffee was correlated with their consumption history (price and quantity). 2002 and 2004 monthly data series from Sao Paulo metropolitan region were classified into the following groups of coffee products: Gourmet, Ground Traditional and Vacuum Ground. The main results showed a behavioral change, albeit small, in the period studied. Compared against the Traditional type, the Gourmet and Vacuum types have gained market share, once they present a higher added value. Considering that there was an almost imperceptible change in the budgetary restriction of the consumers in the period and region analyzed, it is concluded that the strategic change, i.e., added value through differentiation in the characteristics of the product, mainly the sensorial one, allowed for an increased participation of coffee in the basket of consumers goods.Key-words: Coffee. Differentiation. Demand. Strategy.Este artículo tiene por finalidad verificar si los consumidores brasileños percibieron las estrategias de diferenciación entre las empresas de torrefacción y molienda por medio de nuevas tecnologías de producto. Para esto, se correlacionó el perfil de la demanda con la evolución del consumo (precio y cantidad) de los diferentes tipos de café, adquiridos a partir de datos mensuales desde 2002 a 2004 y clasificados en grupos de productos: café Gourmet, Tradicional molido y molido al Vacío puro. Los principales resultados mostraron un cambio comportamental, todavía muy pequeño, en el período analizado. Los cafés Gourmet y al Vacío ganaron mercado con relación al producto tradicional, pues presenta mayor valor agregado. Considerando la pequeña modificación de la restricción del presupuesto en el período analizado en la región estudiada, se concluyó que el cambio estratégico permitió ampliar la participación del café en la canasta de producto de los consumidores a partir del valor agregado, conquistado por la diferenciación en las características del producto, principalmente la sensorial.Palabras clave: Café. Diferenciación. Demanda. Estrategia.Este artigo tem como objetivo verificar se as estratégias de diferenciação das empresas de torrefação e moagem por meio de novas tecnologias de produto têm sido percebidas pelos consumidores brasileiros. Para isso, foi correlacionado o perfil da demanda com a evolução de consumo (preço e quantidade) dos diferentes tipos de café, adquiridos a partir de dados mensais de 2002 a 2004, classificados em grupos de produtos: café Gourmet, Tradicional moído e moído a Vácuo puro. Os principais resultados mostraram uma mudança comportamental, ainda que singela, no período analisado. Os cafés Gourmet e a Vácuo ganharam mercado em relação ao produto tradicional, uma vez que apresenta maior valor agregado. Considerando a pequena modificação da restrição orçamentária no período em análise na região estudada, concluiu-se que a mudança estratégica permitiu ampliar a participação do café na cesta de produto dos consumidores a partir do valor adicionado, conquistado pela diferenciação nas características, principalmente, sensorial do produto. Palavras-chave: Café. Diferenciação. Demanda. Estratégia.FECAP2007-07-23info:eu-repo/semantics/articleinfo:eu-repo/semantics/publishedVersionAvaliado por paresapplication/pdfapplication/pdfapplication/pdfhttps://rbgn.fecap.br/RBGN/article/view/5810.7819/rbgn.v8i21.58Review of Business Management; Vol. 8 No. 21 (2006); 24-32RBGN Revista Brasileira de Gestão de Negócios; Vol. 8 Núm. 21 (2006); 24-32RBGN - Revista Brasileira de Gestão de Negócios; v. 8 n. 21 (2006); 24-321983-08071806-4892reponame:Revista Brasileira de Gestão de Negócios (Online)instname:Fundação Escola de Comércio Álvares Penteado (FECAP)instacron:FECAPporengspahttps://rbgn.fecap.br/RBGN/article/view/58/52https://rbgn.fecap.br/RBGN/article/view/58/255https://rbgn.fecap.br/RBGN/article/view/58/256Copyright (c) 2014 Review of Business Managementinfo:eu-repo/semantics/openAccessSaes, Maria Sylvia MacchioneEscudeiro, Fulvia HesseSilva, Christian Luiz da2008-12-10T15:18:31Zoai:ojs.emnuvens.com.br:article/58Revistahttp://rbgn.fecap.br/RBGN/indexhttps://rbgn.fecap.br/RBGN/oai||jmauricio@fecap.br1983-08071806-4892opendoar:2008-12-10T15:18:31Revista Brasileira de Gestão de Negócios (Online) - Fundação Escola de Comércio Álvares Penteado (FECAP)false |
dc.title.none.fl_str_mv |
Differentiation Strategy in the Brazilian Coffee Market Estrategia de Diferenciación en el Mercado Brasileño del Café Estratégia de Diferenciação no Mercado Brasileiro de Café |
title |
Differentiation Strategy in the Brazilian Coffee Market |
spellingShingle |
Differentiation Strategy in the Brazilian Coffee Market Saes, Maria Sylvia Macchione Coffee. Differentiation. Demand. Strategy. Café. Diferenciación. Demanda. Estrategia. Café. Diferenciação. Demanda. Estratégia. |
title_short |
Differentiation Strategy in the Brazilian Coffee Market |
title_full |
Differentiation Strategy in the Brazilian Coffee Market |
title_fullStr |
Differentiation Strategy in the Brazilian Coffee Market |
title_full_unstemmed |
Differentiation Strategy in the Brazilian Coffee Market |
title_sort |
Differentiation Strategy in the Brazilian Coffee Market |
author |
Saes, Maria Sylvia Macchione |
author_facet |
Saes, Maria Sylvia Macchione Escudeiro, Fulvia Hesse Silva, Christian Luiz da |
author_role |
author |
author2 |
Escudeiro, Fulvia Hesse Silva, Christian Luiz da |
author2_role |
author author |
dc.contributor.author.fl_str_mv |
Saes, Maria Sylvia Macchione Escudeiro, Fulvia Hesse Silva, Christian Luiz da |
dc.subject.por.fl_str_mv |
Coffee. Differentiation. Demand. Strategy. Café. Diferenciación. Demanda. Estrategia. Café. Diferenciação. Demanda. Estratégia. |
topic |
Coffee. Differentiation. Demand. Strategy. Café. Diferenciación. Demanda. Estrategia. Café. Diferenciação. Demanda. Estratégia. |
description |
This article aims to verify whether Brazilian consumers have perceived the differentiation strategies of roasting and grinding companies. For that purpose, the profile of the demand for different types of coffee was correlated with their consumption history (price and quantity). 2002 and 2004 monthly data series from Sao Paulo metropolitan region were classified into the following groups of coffee products: Gourmet, Ground Traditional and Vacuum Ground. The main results showed a behavioral change, albeit small, in the period studied. Compared against the Traditional type, the Gourmet and Vacuum types have gained market share, once they present a higher added value. Considering that there was an almost imperceptible change in the budgetary restriction of the consumers in the period and region analyzed, it is concluded that the strategic change, i.e., added value through differentiation in the characteristics of the product, mainly the sensorial one, allowed for an increased participation of coffee in the basket of consumers goods.Key-words: Coffee. Differentiation. Demand. Strategy. |
publishDate |
2007 |
dc.date.none.fl_str_mv |
2007-07-23 |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/article info:eu-repo/semantics/publishedVersion Avaliado por pares |
format |
article |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
https://rbgn.fecap.br/RBGN/article/view/58 10.7819/rbgn.v8i21.58 |
url |
https://rbgn.fecap.br/RBGN/article/view/58 |
identifier_str_mv |
10.7819/rbgn.v8i21.58 |
dc.language.iso.fl_str_mv |
por eng spa |
language |
por eng spa |
dc.relation.none.fl_str_mv |
https://rbgn.fecap.br/RBGN/article/view/58/52 https://rbgn.fecap.br/RBGN/article/view/58/255 https://rbgn.fecap.br/RBGN/article/view/58/256 |
dc.rights.driver.fl_str_mv |
Copyright (c) 2014 Review of Business Management info:eu-repo/semantics/openAccess |
rights_invalid_str_mv |
Copyright (c) 2014 Review of Business Management |
eu_rights_str_mv |
openAccess |
dc.format.none.fl_str_mv |
application/pdf application/pdf application/pdf |
dc.publisher.none.fl_str_mv |
FECAP |
publisher.none.fl_str_mv |
FECAP |
dc.source.none.fl_str_mv |
Review of Business Management; Vol. 8 No. 21 (2006); 24-32 RBGN Revista Brasileira de Gestão de Negócios; Vol. 8 Núm. 21 (2006); 24-32 RBGN - Revista Brasileira de Gestão de Negócios; v. 8 n. 21 (2006); 24-32 1983-0807 1806-4892 reponame:Revista Brasileira de Gestão de Negócios (Online) instname:Fundação Escola de Comércio Álvares Penteado (FECAP) instacron:FECAP |
instname_str |
Fundação Escola de Comércio Álvares Penteado (FECAP) |
instacron_str |
FECAP |
institution |
FECAP |
reponame_str |
Revista Brasileira de Gestão de Negócios (Online) |
collection |
Revista Brasileira de Gestão de Negócios (Online) |
repository.name.fl_str_mv |
Revista Brasileira de Gestão de Negócios (Online) - Fundação Escola de Comércio Álvares Penteado (FECAP) |
repository.mail.fl_str_mv |
||jmauricio@fecap.br |
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