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Green Mountain Coffee Roasters Marketing Plan Erobinson

3570 words - 15 pages

Green Mountain Coffee Roasters, Inc. (GMCR)

Prepared For
Gary L. Payne, MBA
Sam Houston State University

Prepared By
Eric Robinson
Fall Semester 2013
Part I
History
The coffee and tea manufacturing industry has become a $70 billion annual global sales commodity (First Research, Industry Overview). Business continues to boom and coffee manufacturers are able to broaden their revenues by reaching new segments and geographic areas through creative marketing initiatives. According to First Research (8/12/2013), the US US coffee and tea manufacturing industry includes about 300 companies with an annual combined revenue of almost $12 billion. That equates to less than one third of ...view middle of the document...

The Keurig® brand has connected with consumers to bring a sense of accessibility, high-quality, excellence, and uncomplicatedness to average living. The brewing platform provide a vehicle to support the GMCR coffee and beverage brands which allows awareness of the GMCR brands to continue to grow. New product innovation will also drive long-term growth- Keurig® brewing platforms will target accessory beverage categories.
GMCR will continue to broaden its partnership base to provide a broad beverage portfolio of more than 32 brands and more than 225 variety of cold and hot beverages. The GMCR business mission is epitomized in its relationship with Keurig®, “A brewer on every counter and a beverage for every occasion”(GMCR 2012 Annual Mission, Business Mission) . GMCR has entered into tactical affiliations aimed at the manufacturing, distributing and sale of many of their retail competitor such as Starbucks, Dunkin’ Donuts, The J.M. Smucker Company, and Newman’s Own Organics. As part of its marketing strategy, GMCR is partnering with the strongest beverage brands and creating brew systems that represent the geographic taste preferences of coffee drinkers across the United States and Canada. GMCR has expanded its beverage selections beyond coffee to include ciders, teas, cocoas, and fruit brews. Through these efforts GMCR continues to regenerate its growth cycle building sustained growth through continuous innovation and promotion for new brands.
GMCR strategy is to provide widespread coverage of its brands and channels in a variety of settings and easy access to the product. GMCR operates from three business units: the Specialty Coffee business unit (“SCBU”), the Keurig® business unit (“KBU”), and the Canadian business unit (“CBU”)(2102 Annual Report, pg 6). Each business unit uses different selling organizations and strategies.
Coffee and tea manufacturers, like GMCR, depend on a healthy economy and strong consumer spending to drive sales, as consumer spending drives demand for higher-priced specialty products. Similarly, in the commercial segment dependence on the economic health of businesses, like restaurants and hotels, drive out-of-home consumption. Economic downturns affect both segments, as consumers dine out less frequently and limit spending on pricier goods during tough times. The US restaurant industry, an important customer of roasted coffee products, is forecast to reach more than $660 billion in sales in 2013, according to the National Restaurant Association. The industry represents 4 percent of GDP and employs 10 percent of the workforce. Full service restaurant sales are projected to reach more than $200 billion in 2013, while quick service sales are expected to top $225 billion. If GMCR can target and garner a significant portion of this market it will continue the steady growth climb of the last few years.
GMCR wants to transform the way the world views business –especially the business of coffee by creating the...

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