Marking questions

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 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

1 Winner of the 2013 Best Case Award of the International Journal of Case Studies in Management. 2 Certain names and other identifying information may have been disguised in order to protect confidentiality. 3 Translation from French of case #9 10 2013 001 entitled “La coopérative Just Us! Coffee Roasters – Un plan de marketing pour

la division des cafés-bistrots.” 4 The author gratefully acknowledges the financial support of the HEC Montréal Department of Marketing. Thanks are also

extended to Michelle Grovestine, Florence Lebeau and Sara Loudyi. 5 Normand Turgeon is a Professor in the Department of Marketing at HEC Montréal.

© HEC Montréal 2013 All rights reserved for all countries. Any translation or alteration in any form whatsoever is prohibited. The International Journal of Case Studies in Management is published on-line (www.hec.ca/en/case_centre/ijcsm), ISSN 1911-2599. This case is intended to be used as the framework for an educational discussion and does not imply any judgement on the administrative situation presented. Deposited under number 9 10 2013 001T with the HEC Montréal Case Centre, 3000, chemin de la Côte-Sainte-Catherine, Montréal (Québec) Canada H3T 2A7.

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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 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 Just Us!, was founded in 2005, with the mission of raising Canadians’ awareness of the benefits of fair trade, a cornerstone of harmonious international development.

1 See Exhibit 1 for a short history of fair trade and related economic data. 2 A region of eastern Canada consisting of three provinces, New Brunswick, Nova Scotia and Prince Edward Island. 3 See Exhibit 2 for more details about Canada and fair trade products. 4 http://justuscoffee.com/2009.aspx 5 The company name Just Us is partly derived from a play on the word justice.

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Just Us! Coffee Roasters Co-op – Coffeehouse Division Marketing Plan

Jeff and Debra’s efforts earned Just Us! several prizes and distinctions over the years, especially for its sense of social responsibility and its community projects.1 They were also recognized for 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. 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 with the packaging and labelling of Just Us! tea and sugar.

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Just Us! Coffee Roasters Co-op – Coffeehouse Division Marketing Plan

retailers of Just Us! products, from supermarket chains to fine grocery shops. In addition, she supervised sales to other coffeehouses, including the three satellite university coffee shops (independent coffeehouses offering Just Us! products exclusively) and restaurants carrying some or all of the Just Us! products. Lastly, she managed mail-order sales and sales at special occasions (particularly events held in churches, universities and business offices). In fact, this was the first time that a marketing plan for the coffeehouses would be written and formally presented to the management committee. The marketing plan was eagerly awaited at the next management committee meeting, scheduled for January 19. Tom appointed as new CEO

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 area. Pauline had several questions in mind:

• To jump-start sales at the coffeehouses, could we attract new customers? If so, whom and how? If not, why not? Especially considering that Second Cup plans to open 130 new coffeehouses, according to its development plan.1

• Is it time to consider a change in our positioning as a ‘third place, an ideal place to savour coffee away from home or work’? Propose a new experience for current and potential customers? After all, The Wired Monk coffeehouses serve alcoholic beverages! And both Trident and Coburg carry used books!

• Should the product offerings be reviewed? In fact, the menus were thoroughly revamped a year ago, and I think we made important changes. How will Christine react? Is the

1 http://m.theglobeandmail.com/globe-investor/a-second-shot-for-second-cup/article1849849/?service=mobile.

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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 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, which reflected the names of the two streets where they were located. The Barrington coffeehouse was situated near the tourist areas and the business centre. Its clientele consisted of men and women heading to work or taking a lunch break. In addition, many tourists stopped by for a coffee as they visited attractions located within easy walking distance. To better serve its clientele, the Barrington coffeehouse had different business hours than the other coffeehouses (see Exhibit 6). The Spring Garden coffeehouse was situated near a large public park, in a lovely

1 This expression refers to the concept of community incubator, a familiar, comfortable place that is neither work, nor home (Just Us! website).

2 Name of the trade of someone who prepares coffee, derived from Italian.

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Just Us! Coffee Roasters Co-op – Coffeehouse Division Marketing Plan

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 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 because it was hard to miss the omnipresent advertisements and billboards. This restaurant chain offered doughnuts and light meals in the dining room or for takeout, and its flagship product was coffee, available in several flavours and “always fresh,” as the advertising slogan had long

1 http://www.acadiacinema.coop/

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Just Us! Coffee Roasters Co-op – Coffeehouse Division Marketing Plan

proclaimed. The coffee was filtered, not prepared by a barista. Although the positioning of this chain, the largest in its sector in Nova Scotia, was light years away from that of Just Us!, Christine believed that Pauline should not ignore the Tim Hortons managers’ efforts to burnish their company’s reputation in this market. The chain’s social, community and sports-related initiatives were reaching many consumers attuned to its causes. The chain had launched a 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 supermarket chains in Nova Scotia, and the company website was transactional. Products could be purchased online and shipped to customers. The company’s community spirit was highlighted in its communications and put into practice through social and environmental programs. Pauline and Christine certainly could not afford to ignore the competitive force of independent coffeehouses or those belonging to small local chains, similar to Just Us!. Many such stores operated in the Halifax metropolitan area, adding to the business pressure in the sector. Incidentally, some of the competing coffeehouses purchased their products from the Just Us! co- op. Notable competitors included Trident Booksellers & Café, launched in 1992, located a few blocks away from two Just Us! coffeehouses. Not only did Trident offer specialty coffees and teas and pastries, but it stood out because it sold used books. The Java Factory Roasting Company had one coffeehouse situated in the historical district of Halifax. This coffeehouse offered certified fair trade and organic coffee. Because it did not have a website, mail-order sales were not an option.

1 http://www.timhortons.com/ca/en/difference/coffee-partnership.html 2 http://www.secondcup.com/best-latte/?nutcat=2&productid=7 3 http://www.starbucks.com/menu/food

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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 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. Lastly, the coffeehouse Two If By Sea was a notable feature in the commercial landscape, although it operated in Dartmouth, the city across the harbour from Halifax. Offering an appealing menu, including its famous butter croissants, this coffeehouse described itself as ethical rather than fair trade. The business had established a long-term, mutually advantageous business relationship with small producers, although it was not recognized by certification organizations. Pauline had learned that the owners of this small coffeehouse were eying Halifax. Rumour had it that they might open a store in the city within a year. The factors driving success

Tom attributed the market success of Just Us! coffeehouses to four main factors: The first factor was the concept: Just Us! was the first roaster in Canada to use fair trade beans exclusively. Just Us! coffee, like all the products sold by the company, reflected this type of trade. All of the coffee sold was organic, in keeping with the environmental mission of Just Us!. To Tom, the coffee was recognized as top quality and the freshest on the market. People in the

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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 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. The initial free publicity that the cooperative had garnered since its inception, in the form of praise-filled articles in newspapers and television or radio appearances by Jeff and Debra, had slowed markedly as time went on. Just Us! was still a highly acclaimed model company, and it continued to earn several prestigious prizes, but it was no longer a media darling. Pauline clearly saw that this slump in interest represented thousands of dollars in lost publicity, but she understood very well that the media’s editorial choices had changed over the years. “We definitely need new social or even commercial initiatives to rekindle journalists’ interest,” she

1 http://www.halifaxchamber.com/content/PR_november_16_2010

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Just Us! Coffee Roasters Co-op – Coffeehouse Division Marketing Plan

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 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. But 5% is still a large increase. I’m not sure it would get past the management committee, but nothing ventured, nothing gained. For now I can’t say that I would agree, but I can’t say that I would turn it down either. If it was for extraordinary marketing activities, I would even be open to granting more, within reason. Let’s put together a plan in line with your vision and the needs

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Just Us! Coffee Roasters Co-op – Coffeehouse Division Marketing Plan

of the division, and we will study it in the committee.” Pauline thought the message was crystal clear. As she left the office smiling, she bumped into Christine. “So, Christine, are your sales projections for 2011 ready?” “Oops,” she replied, “sorry, Pauline, I forgot to send them to you.” A few keystrokes later, the file (see Exhibit 10) was in Pauline’s inbox. 2013-12-04

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Just Us! Coffee Roasters Co-op – Coffeehouse Division Marketing Plan

Exhibit 1 The History of Fair Trade

The spirit of fair trade

“Buying is voting!” says Laure Waridel.1 Many consumers opt for conventional trade, while others endorse fair trade every time the opportunity arises. The main difference between these two forms of commerce lies in the concepts of equity and solidarity: in fair trade, processers, distributors and consumers try to achieve a fair exchange by paying an equitable price and establishing a respectful and sustainable business relationship with small producers, situated mostly in the southern hemisphere. It is a win-win relationship: 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 authorizes Canadian importers and processers to trade with fair trade producers certified by FLO- CERT. The fair trade products licensed by Fairtrade Canada are easily recognizable because of the FAIRTRADE symbol affixed on the packaging. Economic data on fair trade

In late 2010, Fairtrade Canada approved 13 categories of fair trade products available in Canada: cocoa, coffee, fruit, herbs and spices, grains, sugar, tea, nuts and oils, fruit juice, cotton, sports

1 Laure Waridel, Acheter, c’est voter, Le cas du café, Montréal, Écosociété, 2005. 2 http://www.organic-market.info/web/News_in_brief/Fair_Trade/Fairtrade/176/185/20/7883.html 3 Formerly known as Fairtrade Labelling Organization International. 4 Significant variations in prices and demand for shipments of various raw materials and agricultural products in the recent past

pose a threaten to fair trade. (http://www.bmonesbittburns.com/economics/focus/20110218/feature.pdf) 5 For example, quality and shipment terms. 6 Formerly known as TransFair Canada, this organization changed its name on March 15, 2011.

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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 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

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Just Us! Coffee Roasters Co-op – Coffeehouse Division Marketing Plan

Exhibit 2 Canada, Nova Scotia, and Fair Trade Product Consumption

The second largest country in the world by area, Canada has a population of slightly more than 34 million inhabitants spread over 10 million km2, with a fairly low population density. The main cities are strung along a narrow east-west corridor running parallel to the American border. The economic situation of households is fairly good, and food expenses represent only 10% of average income. The economic situation in the Maritime provinces, including Nova Scotia,1 has been hampered in recent years, mainly by problems affecting the fishing industry. The tourism industry is nonetheless vigorous: Nova Scotia boasts the largest number of 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

1 The two other provinces were New Brunswick and Prince Edward Island. 2 http://www.thecanadianencyclopedia.com/index.cfm?PgNm=TCE&Params=F1ARTF0005831 3 http://wolfville.ca/town-hall/ 4 http://windmillwebworks.sytes.net/canadianswine/newsitems/Canada%20Consumer%20Report_EN.pdf

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Just Us! Coffee Roasters Co-op – Coffeehouse Division Marketing Plan

Exhibit 3 Just Us! Flow Chart

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 Production Supervisor

Christine Manager,

Coffeehouse Division

Jim Supervisor, Wolfville

Francesca Supervisor, Grand-Pré

Mitch Supervisor, Barrington

Kim Supervisor, Spring Garden

Austin Director of Coffee

Staya JUDES

Office of the CEO

Kathy, Executive Assistant Jeff, Social/Enviro Projects

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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 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 was offered in several traditional (e.g., Darjeeling, Breakfast, Earl Grey, Ceylon) and less common (e.g., Rooibos, Oolong, Green, Assam) varieties. It could be purchased in bags or leaves. Just Us! also carried several infusions, including the very popular chamomile).

5. The Chocolate Factory was not fully operational from February to October. It adjoined the Grand-Pré coffeehouse. 6. Supermarkets generated 70% of sales in the “coffee” category. Coffee represented about 83% of total sales of Just Us!

products in supermarkets in 2010. 7. Profit targets were set at 6%. Every year, Just Us! allocates 10% of its profits to a Small Producer Fund, which invests

in projects aligned with its values.

Table 1b – Sources of Coffeehouse Revenues (in dollars; 2008-2010)

2008 2009 2010 Coffee 570,527 652,782 622,214 Tea 170,569 36,834 33,469 Chocolate 25,506 58,156 51,527 Sugar 28,692 12,767 13,424 Other 102,800 98,814 92,829 Source: All tables in exhibit adapted from Just Us!

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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

$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. i) Sales by product category were not reported for January, February and April (2008) for Spring Garden. Monthly Total

Revenues are $40,849, $41,064 and $49,115, respectively, and therefore Total Revenues should be $605,448.

Table 1b – Budgeted Revenues per Coffeehouse and Product Category (2008)

Grand-Pré Barrington Wolfville Spring Garden Coffee $280,088 $68,682 $71,014 $87,404 Drinks $140,044 $183,155 $289,520 $245,820 Just Us! Products $108,921 $22,894 $27,312 $32,777 Merchandise $132,263 $11,447 $21,849 $32,777 Bodum $15,560 $3,815 $5,462 $5,462 Lunches $46,680 $41,975 $65,551 $81,939 Bakery $54,462 $49,607 $65,551 $60,090 Other - - $975 - Total $778,017 $381,575 $546,267 $546,269

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Just Us! Coffee Roasters Co-op – Coffeehouse Division Marketing Plan

Exhibit 5 (cont’d) Table 1c – Monthly Revenues per Coffeehouse (2008)

Grand-Pré Barrington Wolfville

Spring Garden

Jan. $42,342 $31,831 $39,907 $40,849 Feb. $47,541 $30,182 $41,493 $41,064 Mar. $44,742 $28,549 $42,512 $41,796 Apr. $51,744 $32,537 $47,461 $49,115 May $61,623 $36,503 $46,301 $50,382 June $61,850 $35,837 $45,136 $48,859 July $67,890 $36,737 $45,132 $46,677 Aug. $79,159 $36,015 $47,902 $46,679 Sept. $68,860 $39,752 $49,950 $59,402 Oct. $75,790 $40,229 $44,780 $61,334 Nov. $57,545 $34,476 $43,571 $56,973 Dec. $80,338 $36,437 $45,854 $62,318 Table 2a – Revenues per Coffeehouse and Product Category (2009)

Grand-Pré Barrington Wolfville Spring Garden

Historic Properties*

Coffee $285,361 $72,577 $79,009 $140,554 $3,237 Drinks $165,777 $191,410 $286,353 $328,899 $43,997 Just Us! Products $75,385 $19,106 $31,687 $35,382 $1,370 Merchandise $39,453 $10,750 $1,852 $19,454 - Bodum $17,010 $2,273 $346 $4,548 - Food $118,254 $96,042 $116,591 $186,544 $6,964 Total $701,240 $392,158 $515,937 $715,380 $55,568 Discounts ($3,278) $(5,661) (1,615)$ $(5,179) ($681)

*Open from July to October. Closed for reasons beyond the control of Just Us!. Not expected to reopen.

Table 2b – Budgeted Revenues per Coffeehouse and Product Category (2009)

Grand-Pré Barrington Wolfville Spring Garden

Historic Properties

Coffee $271,516 $76,944 $78,624 $113,219 $43,574 Drinks $158,385 $208,202 $280,799 $286,367 $25,363 Just Us! Products $90,506 $22,631 $33,696 $33,300 $11,327 Merchandise $82,963 $18,105 $11,232 $36,279 - Bodum $22,626 $4,526 $5,616 $6,660 - Food $120,674 $117,680 $134,785 $193,138 $8,226 Total $746,670 $448,089 $544,752 $668,972 $88,490 Discounts ($757) ($125) ($350) ($275) ($200)

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Just Us! Coffee Roasters Co-op – Coffeehouse Division Marketing Plan

Exhibit 5 (cont’d) Table 2c – Monthly Revenues per Coffeehouse (2009)

Grand-Pré Barrington Wolfville Spring Garden

Historic Properties

Jan. $44,647 $52,555 $39,874 $57,088 - Feb. $43,920 $31,997 $38,633 $52,496 - Mar. $48,745 $32,791 $46,076 $60,568 - Apr. $51,549 $34,322 $46,320 $59,631 - May $62,530 $32,613 $45,241 $61,652 - June $60,820 $32,364 $40,956 $61,701 - July $73,941 $33,434 $43,845 $58,630 $14,241 Aug. $70,387 $30,990 $42,413 $53,997 $21,794 Sept. $67,508 $32,413 $40,900 $64,966 $16,690 Oct. $70,120 $36,104 $49,997 $67,986 $3,522 Nov. $56,935 $33,699 $42,044 $64,262 Dec. $53,416 $34,537 $41,255 $57,580 Table 3a – Revenues per Coffeehouse and Product Category (2010)

Grand-Pré Barrington Wolfville Spring Garden Coffee $280,714 $65,949 $81,540 $140,974 Drinks $176,791 $195,323 $268,790 $332,004 Just Us! Products $19,850 $17,068 $35,145 $40,353 Merchandise $26,420 $6,508 $6,008 $11,028 Bodum $27,487 $97 $610 $2,601 Food $148,512 $75,909 $94,796 $160,635 Total $679 774 $360,854 $486,889 $687,595 Discounts ($4,974) ($1,106) ($461) ($4,737)

Table 3b – Budgeted Revenues per Coffeehouse and Product Category (2010)

Grand-Pré Barrington Wolfville Spring Garden Coffee $289,778 $71,309 $76,640 $154,202 Drinks $168,637 $179,182 $287,402 $359,240 Just Us! Products $75,300 $18,811 $28,531 $43,908 Merchandise $54,709 $10,787 $6,963 $16,435 Bodum $29,985 $2,498 $471 $6,767 Food $134,068 $96,025 $123,965 $225,422 Total $752,477 $378,614 $523,971 $805,975 Discounts ($977) ($114) ($471) ($322)

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Just Us! Coffee Roasters Co-op – Coffeehouse Division Marketing Plan

Exhibit 5 (cont’d) Tableau 3c – Monthly Revenues per Coffeehouse (2010)

Grand-Pré Barrington Wolfville Spring Garden Jan. $35,910 $31,703 $35,710 $55,685 Feb. $39,339 $28,755 $35,921 $54,027 Mar. $43,851 $34,741 $40,581 $62,899 Apr. $44,913 $31,438 $37,386 $62,671 May $58,359 $31,675 $39,752 $61,845 June $56,065 $32,737 $35,345 $57,451 July $70,072 $29,029 $39,572 $48,219 Aug. $81,532 $28,073 $39,328 $50,649 Sept. $61,054 $27,607 $40,949 $57,231 Oct. $73,845 $28,605 $48,780 $62,144 Nov. $53,950 $28,376 $44,331 $61,889 Dec. $65,868 $29,219 $49,693 $57,623 Source: All tables in exhibit adapted from Just Us!

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Just Us! Coffee Roasters Co-op – Coffeehouse Division Marketing Plan

Exhibit 6 Just Us! Business Hours and Coffeehouse Capacity

Wolfville

(Seating capacity: 35*)

Barrington (Seating capacity: 45)

Spring Garden (Seating capacity: 65**)

Grand-Pré (Seating capacity: 80)

Monday – Friday 7:00 am – 9:00 pm

Saturday 8:00 am – 9:00 pm

Sunday 9:00 am – 9:00 pm

Monday – Friday 7:30 am – 5:30 pm

Saturday 10:00 am – 4:00 pm

Sunday Closed

Monday – Friday 7:30 am – 9:00 pm

Saturday 8:00 am – 6:00 pm

Sunday 9:00 am – 6:00 pm

Monday – Friday 7:00 am – 6:00 pm

Saturday 9:00 am – 6:00 pm

Sunday 10:00 am – 6:00 pm

*Counter service for takeout could accommodate additional customers. **Additional room was available on the patio (opening in 2011) during the summer (May through October). Source: Just Us!

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Just Us! Coffee Roasters Co-op – Coffeehouse Division Marketing Plan

Exhibit 7 Just Us! Drink and Food Menus

Table 1 – Drinks Drinks 12 oz. 16 oz. Drinks 12 oz. 16 oz. Allongé $2.00 n/a Kids’ Hot Chocolate $1.50 n/a Americano $2.00 $3.00 Mixed Cider $2.42 n/a Café Au Lait $2.50 $3.00 Plain Cider $2.02 n/a Café Latte $3.00 $3.45 Vegan Hot Chocolate $2.75 $3.25 Café Mocha $3.25 $3.75 Apple Juice $2.10 n/a Cappuccino $2.50 n/a Cranberry Cocktail $2.10 n/a Chai Latte $3.00 $3.45 Grape Juice $2.10 n/a Regular Coffee $1.55 $1.81 Orange Juice w/o Pulp $2.10 n/a Espresso $2.00 n/a Orange Juice w/Pulp $2.10 n/a Hot Chocolate $2.75 $3.25 Kids’ Chocolate Milk $0.85 n/a London Fog $3.00 $3.45 Chocolate Milk n/a $1.62 Macchiato $2.50 n/a Milk $1.02 $1.99 Mochaccino $3.25 $3.75 Blueberry Blast $3.00 n/a Shot in the Dark $2.55 $2.80 Cream Soda $1.89 n/a Signature latte (changes monthly) $3.00 $3.45 Funky Monkey $3.25 n/a Signature tea latte (changes monthly) $3.00 $3.45 Kids’ Iced Tea $1.00 n/a Single Origin Coffee $1.99 $2.26 Iced Tea $1.85 n/a Steamer $2.75 $3.25 Italian Soda $1.25 $2.35 Iced Americano $2.00 n/a Lemonade $2.10 n/a Iced Chai Latte $3.00 n/a Ginger Beer $1.89 n/a Iced Latte $3.50 n/a Root Beer $1.89 n/a Iced Mochaccino $3.75 n/a Pot of Tea $1.75 $3.00

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Just Us! Coffee Roasters Co-op – Coffeehouse Division Marketing Plan

Table 2 – Food Barrington and Spring Garden Price Grand-Pré and Wolfville (continued) Price Cookie $1.99 Bran Flax Muffin $1.99 Apple Pie $2.66 Brownie $2.89 Beef Samosa $3.07 Caesar Salad $6.95 Berry Muffin $1.99 Chocolate Chunk Cookie $1.95 Carrot Cake $3.36 Curried Consciousness $1.99 Chickpea Roll $3.51 Date Squares $2.39 Chicken Samosa $3.07 Egg BLT $4.95 Croissant $2.74 Garden Salad $3.29 Chocolate Chunk Cookie $1.77 Ginger Cookie $1.75 Ginger Cookie $1.77 Greek Salad $4.96 Greens and Chevre Croissant $3.45 Italian Cheddar $4.88 Ham and Cheese Croissant $3.45 Just Roasted $5.95 Maple Oatcake $2.61 Just Us! Cookie $1.65 Mini Molten Cake $2.26 Meat Soup w/bread $6.75 Morning Glory Muffin $1.99 Meat Soup w/o bread $5.99 Oats and Chocolate Muffin $1.99 Morning Glory Muffin $1.77 Pain Au Chocolate $3.23 Oatcakes $1.99 Pakora $3.98 Oatcakes – Chocolate $2.29 Panini Sandwich $7.92 Peanut Butter Cookie $1.99 Paratha $3.51 Pumpkin Muffin $1.99 Red Fife Cinnamon Bun $2.48 Quiche $7.95 Soup w/o bread $4.43 Ricotta Chicken Snap $7.95 Soup w/bread $4.96 Sausage $3.00 Spelt Brownie $2.96 Side Salad $0.99 Sun Square $2.26 Sliced Apples $2.89 Vegetable Samosa $3.98 Sliced Apples w/caramel dip $4.43 Soup – No bread $4.96 Grand-Pré and Wolfville Price Soup and bread $5.89 Apple Pie $2.66 Spinach Salad $7.95 Bacon and Egg $3.94 The Valley $4.87 Bagel and Butter $1.50 The Veganini $4.89 Bagel and Cream Cheese $2.74 Tuna Melt $5.89 Bagel and Jam $2.35 United Chicken $9.75 Banana and Pecan Muffin $1.99 Vegan Soup w/bread $5.27 Banana Chocolate Chip Muffin $1.99 Vegan Soup w/o bread $5.89 Blueberry Oatmeal Muffin $1.99 Veggie Co-op $6.95

Source: Adapted from Just Us!

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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 Twitter

Discounted Christmas Chocolates

Feb. TG Chronicle Herald (CH)

Barista Magazine

Sandwich board/signs

Spring Break Promo

W/F/T Valentine’s Chocolates

Mar. TG – CH Sandwich board/signs

March Break Specials

W/F/T

Apr. TG Sandwich board/signs

W/F/T Easter Chocolate

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

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

Barrington Khyber Theatre (live theatre) events

Spring Garden

Open Mike Night (on demand, on average once each quarter) Featured Musicians

Source: Adapted from Just Us!

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Just Us! Coffee Roasters Co-op – Coffeehouse Division Marketing Plan

Exhibit 9 Sample Advertisements

Source: Adapted from Just Us!

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Just Us! Coffee Roasters Co-op – Coffeehouse Division Marketing Plan

Exhibit 10 Budgeted Revenues per Coffeehouse and Product Category (2011)

Grand-Pré Barrington Wolfville Spring Garden

Coffee $285,778 $68,309 $82,640 $142,201 Drinks $178,637 $199,181 $270,401 $339,240 Just Us! Products $17,300 $18,811 $36,530 $43,908 Merchandise $24,709 $4,787 $3,962 $12,435 Bodum $26,985 $498 $500 $3,267 Food $150,067 $80,025 $98,964 $165,421 Total $683,476 $371,611 $492,997 $706,472 Discounts ($2,487) ($553) ($230) ($2,369)

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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.