Caribou coffee company inc.

caribou burnt umber social club inc. introduction This subsidization presents an analysis on reindeer deep brown tree bean bean Company Inc. (Case select 28 Dess, Lumpkin and Eisner, 2008.) An overview of the industry, in which the companion operates, is provided, with an analysis of the familiarity itself. From the outset, an overview of reindeer coffee bean bean tree Company Inc. is presented a championship segment analysis, and identification of the companys major competitors. The assignment comments on the Companys pecuniary outlook, to stratum ending September 2009. Whilst some password is made in text, for the purposes of the word limit of this assignment, this analysis lead come out of the closet in the appendices. The assignment concludes with recommendations as to the future(a) direction of caribou drinking chocolate Company Inc. The work is sourced from actual literature and referenced throughout. Company Overview caribou coffee Company Inc., (c aribou) is a specialty retailer of coffees, teas, bakery goods, and related to merchandise. As of September, 2009, Caribou chocolate had 525 coffee shops, which includes 112 franchised and licensed locations, predominantly in the US as well as international expansion to Asia, the Middle due east and the United Arab Emirates (UAE.) Caribou tar lounge abouts its nodes by offering gourmet coffee and espresso found beverages in addition to specialty teas, baked goods, whole bean coffee, brand merchandise and related products. Further to a greater extent(prenominal), it sells whole bean and ground coffee to nutrition product break ins, mass merchandisers, office coffee providers, airlines, hotels, sports and entertainment venues, university campuses and online usageers. Caribou focuses on creating a unique get word for customers through a combination of laid-back-quality products, a agree adequate and welcoming coffee shop environment, in ski-lodge style, and a unique styl e of customer wait on (Caribou Coffee Company, Inc., 2009.) The company presents its deputation statement as follows Our mission at Caribou Coffee is to provide a intact experience that unsexs the day better. (Caribou Coffee Company, Inc., 2009) Market competition includes Starbucks, local anesthetic and regional coffee shops, restaurants, coffee shops and to some extent, Dunkin Donuts and McDonalds (See kindredwise Dess, Lumpkin and Eisner, 2008.) The Company is a majority-owned subsidiary of Caribou safekeeping Company Limited and trades on the NASDAQ under the ticker (CBOU) (NASDQ, 2009) (Web-link provided.) Industry explanation Caribou operates in the extravagant forage industry the fast food food marketplace place give the bounce be defined as the sale of food and drinks for immediate employment either on the premises or in designated food beas which may be sh atomic bod 18d with other foodservice operators, or for use elsewhere this definition excludes sa les through vending machines and is restricted to sales in specific foodservice channels (Data Monitor, 2008) (Web-link provided.) All market values be given in operator buying equipment casualtys that is the amount spent by foodservice operators on the food and drink that they serve and non the amount the consumers snuff it on food and drinks. The difference is the increase various companies add to breed their be and generate a profit. Consequently, this values the market in mo lettuceary value of the amount of m maveny for which food and drink manufacturers are competing. In harm of market segmentation, Caribou belongs to one of four Quick service restaurants, wee-wee-a bearing, supple and street vendors, and leisure locations. However, in circumstances of the coffee industry, this comprises two occupation segments whole bean coffee and coffee beverages sales (see to a fault Dess et al, 2008.) Caribou has three reportable operating segments these being retail, comme rcial and franchise. Arcapita Bank (Arcapita) found in Bahrain, has been the majority shareholder of the company, since 2000, with 60.6% holdings (NASDAQ, 2009) (Web-link provided.) For Caribou, however, the belligerent market, along with a authority class-action lawsuit involving store managers, has ca employ some serious issues, including increasingly full(prenominal) net losses and decreasing stock determine over the past hardly a(prenominal) years (Caribou Coffee Company Inc., 2009.) By providing an experience that will affect the day better, Caribou Coffee has created belligerent emolument in their store operations, provided the question persists whether they plenty say this and use it to book their harvest-time schema. Creating strong man working keen is the foundation for the companys diverseiation strategy (see also Dess, Lumpkin and Eisner, 2008 Shultz, 1961.) One of the issues that will be analysed in this case is whether or not Caribous attempts in deve loping benevolent crown, will enable them to earn Case Study Caribou Coffee Company, Inc A Strategic psychoanalysis a letable agonistical gain given the competition and curses they are facing. In guild for Caribou to have its agonistical advantage it essential stick to create differentiation in its cafes through their homosexual transcendent. The company has developed strong capabilities in recruiting, developing, and retaining their employees (Caribou Coffee Company Inc., 2009) but this can be soft copied by competitors however, this is not enough to sustain their advantages. To continue to expand they must control their strong focus on human majuscule, in addition to developing their other strengths to create a passel of resources as the basis of differentiation. Brief Profile of the Industry The global fast food market has exhibited strong emergence over the past atomic number 23 years however, it is visited to decline in the years leading up to 2015 (Dess et al, 2008.) The market generated total revenues of $154.7 billion in 2008 which represented a Com outsmart annual Growth Rate (CAGR) of 6.6% for the period 2004-2008. By comparison, the European and Asia-Pacific markets grew with CAGRs of 4.4% and 10.3% respectively over the similar period and reached values of $26.5 billion and $47.1 billion in 2008 (Data Monitor, 2008.) The number of transactions increase with a CAGR of 2.2%, during the period 2004-2008, to attain a total of 85.8 billion, in 2008. The number of transactions is predicted to rise to 97.0 billion transactions by the end of 2013 thus, representing a CAGR of 2% for the period 2008-2013 (Data Monitor, 2008.) External Analysis PESTEL governmental Caribou, deal the rest of the food industry is directly concerned with earth health and, as such government legislation is in place. Caribou, like all fast food manufacturers must strictly adhere to the regulations of the market in which it supplies its products. For rep resentative, frozen food must not be kept above -15C for longer than two minutes over a 24 hour period. Furthermore, heating and cooling commercial makes requires roughly six times more electricity. Since the government in several countries regulates electricity, then Caribou is highly susceptible to government legislation. Economic A number of positive and veto factors can affect Caribous market growth, as well as the industry. For example, the increases in the price of coffee beans, milk as well as the worldwide stinting recession and decreased globalisation of the economy and destination. The latter is evident by the introduction of products from Asia, Latin America and Eastern Europe. Furthermore, demographic changes have increase the demand for, and consumption of fast foods and, for Caribou, this has electrical shocked on their product performance, worry profitability, production costs and firms overheads. In 2007-2008 Caribou reported that their production costs signi ficantly increase as a result of higher occupy demands due to global economic difficulties. In addition to being the majority shareholder, Arcapita also has two seats on the Board of Directors but its dogmatic interest could represent an overhang on the stock. Arcapita requires Caribou to operate in accordance with Islamic principles which may limit financial flexibility and impact the perception of the brand. Social Over the past 10-15 years, women have start out more financially independent and entered the workforce, and the number of single households and single parents has increased, which has further increased the average disposable income. All of these factors favour fast foods. Specialty coffee is a strong and growing industry in the US. Specialty coffee consumption increased by more than 48% from 2001 to 2006 and the market is estimated to be over $11 billion annually (Dess et al, 2008.) The number of coffeehouses grew from only ergocalciferol units in 1991 to 24,000 unit s in 2006, but the industry remains highly fragmentize (with the exception of market leader Starbucks) (Dess et al, 2008.) The reason for such growth is the consumer wind to specialty and traditional products such as micro brewed beer, single process liquor, and organic foods. Coffee is seen as a untested quality beverage, in that respect is an expanding menu, and coffeehouses have become the third place for social consumption. However, the demand for coffee could fall as a result of changes in consumer preferences or concerns astir(predicate) caffeine. Technological Caribou has tapped into the market with their apply web situation. The site is interactive in style and content, with imagery or promotions based on business rules or consumer preferences. This provides the site visitor with more relevant information on coffee types or coffeehouses. Caribous marketing team can also update the site to keep the content fresh for site visitors. Caribou can also monitor consumer resp onses accordingly, looking at juvenile initiatives to seemly consumer postulate. Environmental As demonstrated, Caribou has many outlets throughout the US and its expansion to the Middle East, Asia and UAE. This meaning that the company could be affected by regional and national weather condition which may impact upon consumer preferences and needs. In terms of Corporate Social debt instrument and sustainability, Caribou actively supports sustainable coffee production for every pound of coffee the company purchases, a significant proportion of money is given to sustain socially responsible initiatives in coffee-producing communities. Legal Caribou is not without exposure to the potential legal institutions of regional states within the US and those giving medication the countries out gradient of the US, where the company has its units. In 2008, Caribou faced legal proceedings, which was filed by three of its former employees, regarding overtime payments. The case was financ ially settled however, this left wing an element of disdain amongst other employees and, to a certain extent, consumers (Dayton Business Journal, 2008.) (Web-link provided.) louver Forces Analysis (Porter) Rivalry, Threat of Substitutes, Buyer Power, Supplier Power, Barriers to Entry Rivalry among competitors is instead commonplace in the coffee industry consequently, Caribou must maintain its differentiation to maintain their customers loyalty. There is strong competition in the coffeehouse industry, which is characterised by not only from the industry leader, but also from the threat of new entrants and substitutes attracted by such huge growth (see also Porter.) Caribous blot is under threat from emerging and current competitors who have a secernate approach to the provision of coffee. Caribou competes with specialty coffeehouses including Starbucks, doughnut shops, bakery-cafs, and traditional quick-service restaurants therefore it must maintain a differentiated concept to continue building on its market share. Caribou is under threat from Starbucks because they have increased their semipermanent store goals from 30,000 to a manoeuvre of 40,000 (Starbucks, 2009 web-link provided.) As industry leader, Starbucks is act to maintaining its domination of the industry, which gives them an overwhelming advantage which means that Caribou, and all the others, struggle to become the recognised second-place coffee house. In this instance, the emptor power is very high due to the many choices and the switching costs for going from one coffeehouse to another being so low. In order to create a good quality beverage suppliers need to provide quality coffee beans and, since these are an essential commodity, suppliers are unable to place controlling price demands. Caribous position in the coffeehouse industry is encouraging when one examines the conditions and different forces that are present in the industry, as well as taking into account its incremental expansi on over the years, however, strong competition and buyer power limits profit potential. Partial devise Analysis Opportunities and Threats Opportunities Caribou recognises the long-term potential to invest in 2,500 locations which the company intrusts is achievable based upon peculiar(a) penetration across markets outside of Minnesota. The company has already increased market penetration by company and franchises in the Middle East and Asia. Furthermore, the company intends to build upon and increase its broader licensing strategy including more franchised stores in the US (see also Dess, Lumpkin and Eisner, 2008.) This should lead to more profitability for Caribou. Threats A too aggressive growth plan requires Caribou to execute an active development schedule whilst managing existing operations across a range of markets. Consistent performance depends upon competent locations as well as the recruitment and retention of staff. Consumers in the new markets may not embrace Caribou s concept to the same extent as in the centre of attention markets such as Minnesota. Inflation for key inputs, for example coffee labour, could impact, as the company may not be able to pass through sizeable price increases and the demand for coffee could accrue as a result of consumer preferences or health concerns about core products for example, caffeinated drinks. Internal Analysis Caribou has been able to fall upon a matched advantage by fulfilling customers needs by placing violence on its human and social capital however, the company is at risk of being compromised as a result of recent events. Developing human capital is embed within Caribous strategic initiatives, to improve operations by improving their weft and gentility of coffeehouse personnel (Caribou Coffee Company, 2009.) Through the creation of human capital Caribou has been able to create domination between the person capabilities, skills, knowledge, and experiences of the companys employees. Shultz, (196 1) discusses human capital in more detail. At Caribou, the human capital is built through the extensive knowledge procedures that help create customer satisfaction social capital is created through the network of relationships that the employees have throughout the company (Caribou Coffee Company, 2009.) Three main interdependent activities of creating human capital i.e., attracting, developing, and retaining, are an organisations main focus (Shultz, 1961.) Caribou attracts human capital by implementing very selective hiring practices. The most important part of Caribous human capital is their focus on creating operational integrity through extensive training procedures the training at Caribou is very important and continuous, as they believe it is the employees who create the great products or customer service that differentiated the company. The training of employees was believed to be central to fulfilling the mission of creating an experience that makes the day better (Caribou Coffee Company Inc., 2009.) The company implemented this into all of their training practices as one of the companys core competencies that would create strong commitment in their employees. All new employees were given instructions to become drink certified, in-store Certified Instructor Trainers provided ongoing instruction in presentation and service, and courses were offered through Caribou College to improve locomote skills (Caribou Coffee Company, 2009.) The company also retained their human capital by implementing rewards that are both tangible and intangible. Shultz (1961) discusses reward mechanisms in more detail. Caribou follows a pay-for-performance philosophy which enables the company to identify and reward team members whom achieve high performance standards. Employees would work harder to make their coffeehouse the best since the bonuses for managers and the coffeehouse was based on sales, profit, and customer service. The company has a belief that excellence is a p roduct of hard work this sounds good to consumers because they will get the best, but may be a negative for the employees and will make it harder to have employees contributing to human capital. These factors are what created effective human capital for only a certain time, but other issues is not allowing them to sustain that advantage. Caribou has a culture that allowed a place Where Entrepreneurial bosom Roams Free (see also Dess et al, 2008.) The company is not overly structured, which is why employees are able to work on a novelty of different projects and take on an extensive range of responsibility moreover, Caribou has a culture which includes a strong belief in promoting from within the company, which creates a future to work toward for employees. The company is more on the personal or relaxed side where they would communicate in person rather than through emails and they would have a dress code that was business casual. These different aspects of company culture, creates social capital that gains employee loyalty for Caribou it has a strong belief that customer service is led by their employees and that their selective hiring practices, extensive training, and low turnover created superior employees (Caribou Coffee Company, 2009.) Caribou has created differentiation by implementing a strategy dedicated to creating human capital as a way to better meet consumer needs, but in the changing and rapidly growing industry it will be very difficult to create a sustainable competitive advantage. This strategy has been successful in creating competitive advantage at the business level however it is arguable whether this is a source of sustainable advantage since this advantage is based on resources and capabilities that can be too easily imitated by competitors. Having dedicated employees creates a value for Caribou, which differentiates them from other coffeehouses the companys culture has created a value that creates a common purpose for the employees and the company, which creates an effective outcome when presenting service or products to consumers. The challenges that Caribou is facing through the stock declines, company losses, or even the manager demands for overtime pay can possibly deprave their human capital as a source of competitive advantage. Also, the set up of the external environment can significantly impact upon the company if they remain on the same path. The changes that Caribou is facing will send them into a decline of their human capital as a source of competitive advantage, if they do not do anything to add to or change their strategy. SWOT Analysis Strengths and Weaknesses Strengths Specialty coffee sales in the US are on the increase the factors that are driving growth are a greater awareness of the quality differences between specialty brands and commercial grades. Caribou sells it appeal as their coffee houses are an ideal gathering place, especially amongst teenagers and young adults. Caribou recognises t here is a high demand for the variety of their beverages and these can be customised to cater for individual consumer preference. Penetration for coffee consumption is low (16% daily consumption by US population) relative to overall coffee consumption (57%) this is indicative of a major opportunity for growth Caribou is performing well compared to other competitors and is set to take advantage of the booming industry. Caribou has created a distinctive position through providing high quality coffee in comfortable, ski-lodge like aura, which distinguishes itself from the chic, upmarket approach used by its competitors, in the main, Starbucks. This concept is good as it enables the company to provide on favourable trends in the specialty coffee market. The quality of Caribous custom roasted coffee has been the key to its success, with taste tests demonstrating that consumers prefer Caribou coffee by a significant margin over other competitors (Caribou Coffee Company Inc, 2009.) In t erms of Caribous financial position, the last delineate to year ending September 2009, demonstrated a fourth consecutive quarter of positive earnings. These results are driven by strong implementation at every level of the Caribou with a fundamental focus on expansion and diversification, which is a key component of Caribous future growth strategy. Caribou focuses on maintaining its position as a branded coffee company and are making the necessary investments to expand the brand. Financially, Caribou is in a good position to secure further expansion in the future. Weaknesses Caribou competes with specialty coffeehouses, with its main competitor being Starbucks. Caribou must maintain a differentiated concept to continue building its share of the market. During the financial year 2003-2008, Caribou announced net operating losses and negative free cash flow (Caribou Coffee Company Inc., 2009.) Hence, the company needs to improve profitability and operating cash flow in order to sustai n growth and achieve a health long term financial position. In terms of geographic concentration, Caribou is predisposed to local economic, meteorological factors and political issues. Conclusion and Recommendations With the industry leader creating new goals that target to make them almost a monopoly in the world of coffee, Caribou is in danger of losing its competitive advantage. This source of social and human capital is a key source of Caribous competitive advantage, but even that is in decline. In order to compete in the industry and even possibly authorize the industry leader, Starbucks, Caribou must have a sustainable competitive advantage. After conducting an internal analysis of the firm, it is clear that Caribou needs to maintain or better its human capital it needs to implement the same practices, but the company must also consider implementing a way to satisfy overtime pay because the fact that managers work overtime shows fealty like an owner, but maintaining that bel ief is important for the company. Caribou has created a coffeehouse that is seen as an escape for consumers that helps the company maintain its differentiation from other coffeehouses, but the company is in its stages of decline if no changes are implemented (Caribou Coffee Company, 2009.) Although Caribous focus on human and social capital has created a brief competitive advantage, in the current competitive environment these are plausibly to become necessary success factors, not valuable, rare, inimitable, and non-substitutable core competencies. It is more likely that their human and social capital, superior product quality, store design and atmosphere provide a collection of resources that can create sustainable competitive advantage. Porter (1985.) As Caribou continue to shift their strategies to meet politico-economic and socio-cultural demands, like most in this industry sector, the company is not able to predict the economic and social challenges to which consumers and bu sinesses will be exposed. However, the company believes that it is in a very good position to enable it to react and respond to these challenges because of their extraordinary customer loyalty, their unique product brand and its attractive price-value position. As it places emphasis on coffee, and combination beverages, the company will, undoubtedly, innovate by creating new products and experiences which backup the coffeehouse experience and drive transactions.