商品敘述：

In early 2023, Camila Escobar, CEO of Procafecol, the Colombian company managing the Juan Valdez brand, faced critical strategic choices following a board meeting. Charged with doubling company revenues by 2030 and reducing its dependency on the Colombian market, Escobar had presented a global expansion strategy spanning new and existing markets. While the board approved the overall direction, it challenged Escobar to reconsider the number and categorization of target markets, refine the entry strategy, and address resource allocation tradeoffs across geographies and business lines. Founded in 2002 by the Colombian National Federation of Coffee Growers (FNC), Procafecol aimed to capture more value for Colombian coffee growers by transforming Juan Valdez from an origin brand into a global consumer-facing retail and packaged goods brand. By 2022, Procafecol operated in 38 markets and generated over 70% of revenues in Colombia. The company pursued an omnichannel strategy across coffee shops, mass consumption, institutional sales, and e-commerce, with operations spanning franchises, joint ventures, and direct stores. As Escobar prepared to meet her team, she confronted pressing strategic questions: Should Procafecol focus on fewer, high-potential new markets or double down on transforming underperforming existing ones? What variables should guide market prioritization? And what organizational changes would be required to support a more global footprint?

涵蓋領域：

Emerging markets;Franchises;Global strategy;Marketing;Social enterprise;Strategy

相關資料：

, (9-726-426), p, by Juan Alcacer

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