European Business & Management
Volume 4, Issue 1, January 2018, Pages: 24-27
Received: Oct. 9, 2017;
Accepted: Dec. 6, 2017;
Published: Jan. 8, 2018
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Marco Aurélio dos Santos, Postgraduate Program in Rural Extension, Department of Rural Economy, Federal University of Viçosa, Viçosa, Brasil
New consumption patterns based on quality and sustainability have encouraged the coffee production chain to innovate and adapt to the new competitive scenario. While Brazil is the world’s largest coffee producer, it is known mainly as a producer of commodity coffee. To overcome these weaknesses, the Brazilian government has implemented policies designed to align the coffee sector with the new global consumption patterns. The centerpiece of those policies is the creation and institutionalization of the “Cafés do Brasil” program with the purpose of promoting the brand “Cafés do Brasil” in the international market as a symbol of quality, flavor, diversity of origins and sustainability. This paper deals with how the institutional framework that guides the agents was designed, how the structure and mechanisms for coordinating and adapting the agents involved in the Cafés do Brasil program were established and to what extent the program has achieved its goals. The research findings reveal that elements linked directly to the institutional framework have compromised the program’s effectiveness. By decentralizing the coordination and control activities to regional agents, the Federal Government is failing to coordinate the program. The lack of alignment between the different organizational levels has led to the proliferation of regional brands aimed at the domestic market indicating a shift away from the original objective of the program to establish the brand “Cafés do Brasil” as a symbol of fine Brazilian coffees on the international market.
Marco Aurélio dos Santos,
Building the Brand “Cafés do Brasil”: The Institutional Challenges and Their Effects on the Brand’s Positioning on the International Market, European Business & Management.
Vol. 4, No. 1,
2018, pp. 24-27.
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