Consumers towards marketing strategies of coffee producers

Table of contents
Introduction
Chapter 1
	Coffee consumers in view of the theory of consumer behaviour
		1.1 Consumers and their needs
		1.2 Consumer behaviour – identification of the concept and classification of behaviour
		1.3 Determinants of consumer behaviour
		1.4 Consumers in the marketing strategies of enterprises
Chapter 2
	Marketing strategy of a production company in the strategic management process
		2.1 The essence and types of marketing strategies
		2.2 The selection and dynamic shaping of marketing strategy
		2.3 The implementation of marketing strategy
		2.4 Control of the implementation of the marketing strategy
Chapter 3
	Production company on the coffee market
		3.1 The concept and structure of the coffee market
		3.2 Coffee producers sector
		3.3 Coffee market segments – separation criteria and procedure
		3.4 Factors determining the selection and change of the marketing strategy on the coffee market
Chapter 4
	Identification of the marketing strategies of coffee producers and the behaviour of coffee consumers in Poland
		4.1 Organisation and methodology of research
		4.2 Selected characteristics of the coffee market in Poland
		4.3 Marketing missions and targets for coffee producers
		4.4 The process of market segmentation in coffee production companies
		4.5 Strategies of instrumental impact on the market
		4.6 Classification of the marketing strategies of production companies in the coffee market
		4.7 Dominant methods of the operation of coffee producers in Poland in comparison to the actual needs of consumers
Chapter 5
	Implementation and control of marketing strategies in production companies on the coffee market in Poland – identified obstacles and proposed solutions using the example of MOKATE Sp. z o.o.
		5.1 MOKATE Sp. z o.o. – description of the company
		5.2 The degree and scope of the marketing strategy implementation process
		5.3 Marketing strategy implementation control system
		5.4 Design of a control system for marketing strategy implementation in production companies on the coffee market – a model
Summary
References
Selected websites
About the authors
List of tables
	Table 1.1. Needs and motives and the means of meeting needs (based on Garbarski, 2001: 45).
	Table 1.2. Evolution of research on consumer behaviour (based on Antonides and Van Raaij, 2003b: 25-30; Kieżel, 2004b: 13-16; Włodarczyk, 2013: 74-76).
	Table 1.3. Trends affecting consumer behaviour in the coffee market (based on Angus and Westbrook, 2018: 7-67; Döhler Market Intelligence, 2017; EY, 2015: 9-51; Forsyth, 2018: 4-21).
	Table 1.4. Perception of the consumer by the enterprise and the development of marketing (based on Flat World Business, n.d.; Kotler et al., 2010, 2017; Mazurek, 2019: 29-38; Tarabasz, 2013).
	Table 2.1. Factors influencing the selection of a variant for the company’s marketing strategy (based on Cohen, 1991: 279-280; Guiltinan and Paul, 1994: 185; Kerin and Peterson, 2004; Mintzberg and Quinn, 1991: 45; Niestrój, 1996: 167-173; Pierścionek, 19
	Table 2.2. Internal and external factors determining the selection of the marketing strategy variant by the coffee producer (Baruk, 2001: 23).
	Table 2.3. Six imperatives of strategy implementation (Morgan et al., 2010: 24).
	Table 2.4. Control of the implementation of marketing strategy (Kaleta, 2013: 231).
	Table 3.1. Pace of changes in coffee supply and demand – macroeconomic approach (based on ICO, 2018).
	Table 3.2. The fastest and slowest growing coffee markets in the world according to the value of retail sales in 2010-2015 (ICO, nd).
	Table 3.3. Comparison of average prices of coffee beans per pound in distribution and from producers in selected markets in 2017 (based on ICO, 2019a).
	Table 3.4. Phases of the sector life cycle (Strategor, 2001).
	Table 3.5. Review of the definition of the concept of market segmentation – chronological order (based on Altkorn and Kramer, 1998: 223; Assael, 1973: 191; Garbarski, 2011: 158; Goluskin, 1975: 45; Kotler, 1972;’Kramer, 1971: 21; Liguel, 1967: 27; McDonal
	Table 3.6. Review of market segmentation procedures (based on Berni et al., 2005; Jadczaková, 2013; Mazurek-Łopacińska, 2016b).
	Table 3.7. Classification of market segmentation criteria (based on Bock and Uncles, 2002; Bruwer et al., 2002; Frank et al., 1972: 27; Kusińska, 2009: 34).
	Table 3.8. Types and criteria for segmentation of coffee consumers (based on Cahill, 2006; Födermayr and Diamantopoulos, 2008; Geraghty and Torres, 2009; Lin, 2002; Mazurek-Łopacińska, 2016a; Onwezena et al., 2012).
	Table 3.9. Consumer segmentation on the coffee market (ICO, 2019b).
	Table 3.10. Value of the coffee market in Poland divided into segments (based on Chudy, 2014; ICO, 2019b).
	Table 3.11. Criteria for assessing the attractiveness of a market segment (Garbarski, 2011: 175.).
	Table 3.12. Measuring the attractiveness of segments on the coffee market in Poland (ICO, 2018; Kowalski, 2015; Statistics Poland, 2017, 2018).
	Table 4.1. Basic information on the quantitative research conducted.
	Table 4.2. Characteristics of the research sample (n=800).
	Table 4.3. Average monthly coffee consumption per person in households by socio-economic groups (in kg) (based on Statistics Poland, 2017).
	Table 4.4. Average monthly expenditure on coffee per person in households by socio-economic groups (in PLN) (based on Statistics Poland, 2017).1
	Table 4.5. Coffee sales in Poland in 2015-2017 (based on Chudy, 2014; ICO, 2019b).
	Table 4.6. Mission statements of coffee producers in Poland (based on content available on the official websites of coffee producers in Poland).
	Table 4.7. Activity of coffee producers in Poland in individual segments of the coffee market.
	Table 4.8. Coffee assortment and brands of the coffee producers analysed.
	Table 4.9. Division of coffee producers in Poland by the product assortment offered.
	Table 4.10. Consumer perception of selected attributes of coffee producers’ brands in Poland (in %).
	Table 4.11. Price strategies of coffee producers in Poland.1
	Table 4.12. Consumer perception of selected aspects of coffee producers’ prices in Poland (in %).
	Table 4.13. General characteristics of distribution channels used by coffee producers in Poland.
	Table 4.14. Consumer perception of selected aspects of coffee producers’ distribution in Poland (in %).
	Table 4.15. Promotion structure of coffee producers for different market segments.
	Table 4.16. Consumer perception of selected aspects of coffee producers’ promotion in Poland (in %).
	Table 4.17. Characteristics of marketing mix activities implemented at Mokate.
	Table 4.18. Most commonly used marketing strategies of coffee producers in Poland in individual market phases of the product life cycle.
	Table 4.19. Preferred type of coffee drunk by surveyed consumers (in %).
	Table 4.20. Places of coffee consumption declared by the respondents.
	Table 4.21. Product quality as a factor influencing coffee selection by the respondents.1
	Table 4.22. Coffee aroma as a factor influencing coffee selection by the respondents.1
	Table 4.23. Coffee taste as a factor influencing coffee selection by the respondents.1
	Table 4.24. Packaging size (weight) as a factor influencing coffee selection by the respondents.1
	Table 4.25. Attractive appearance of packaging as a factor influencing coffee selection by the respondents.1
	Table 4.26. Form of packaging as a factor influencing coffee selection by the respondents.1
	Table 4.27. Producer/brand reputation as a factor influencing coffee selection by the respondents.
	Table 4.28. Certificates guaranteeing an ecological or ethical production process as a factor influencing coffee selection by the respondents.1
	Table 4.29. Certificates confirming coffee production in Poland based on sustainable development values (based on Nespresso, Nespresso, not dated,a,b; Tchibo, 2015, not dated.)
	Table 4.30. Affordable price as a factor influencing coffee selection by the respondents.1
	Table 4.31. Product price reduction as a factor influencing coffee selection by the respondents.1
	Table 4.32. Ease of purchase (product availability) as a factor affecting coffee selection by respondents.1
	Table 4.33. Places where coffee is bought – declarations from respondents (in %).
	Table 4.34. Most preferred places to buy coffee – declarations from respondents (in %).
	Table 4.35. Advertisement as a factor influencing coffee selection by the respondents.1
	Table 4.36. Advertising of the product by known people as a factor influencing the choice of coffee by respondents.1
	Table 4.37. Promotions and competitions with rewards for the purchase as a factor influencing coffee selection by the respondents.1
	Table 4.38. Opinions in social media as a factor influencing coffee selection by the respondents.1
	Table 4.39. Product recommendation by the seller as a factor influencing coffee selection by the respondents.1
	Table 5.1. Area of MOKATE Sp. z o.o. in adaptation to the implementation of marketing strategy.1
	Table 5.2. Assessment sheet for the degree of implementation of marketing strategy at MOKATE Sp. z o.o.1
	Table 5.3. Tools for controlling the implementation of marketing strategy in English-language literature.
	Table 5.4. Tools for controlling the implementation of marketing strategy in Polish-language literature.
	Table 5.5. An example of linking goals and tasks with the measures used to control the implementation of marketing strategy developed for MOKATE Sp. z o.o.
	Table 5.6. List of balanced scorecard measures together with the frequency of monitoring.
List of figures
	Figure 1.1. Relations of concepts: consumer, buyer, customer (based on Smyczek and Sowa, 2005: 27).
	Figure 1.2. Hierarchy of needs according to A.H. Maslow and the ERG model (Evans et al., 1996: 24; Falkowski and Tyszka, 2009: 103; Kieżel, 2010: 39).
	Figure 1.3. Consumer market behaviour (based on Włodarczyk, 2013: 81-82).
	Figure 1.4. Classification of consumer behaviour (Rudnicki, 2012: 12).
	Figure 1.5. Classification of behaviour according to the criterion of the routine character of purchasing (Woś et al., 2011: 37).
	Figure 1.6. H. Assael purchase decision matrix (based on Assael, 1995: 3).
	Figure 1.7. Types of consumer behaviour on the market of consumer goods and services (Kall, 1992: 42-45).
	Figure 1.8. Determinants shaping consumer behaviour (based on Kieżel 2004a: 18).
	Figure 1.9. Model of factors influencing consumer behaviour (Kotler, 1994: 161).
	Figure 1.10. Family’s purchase decision-making process (Robertson et al., 1984: 459).
	Figure 1.11. Knowledge of consumer behaviour and building an effective marketing strategy for an enterprise (based on Rudnicki, 2012: 159-160).
	Figure 1.12. Consumer behaviour on the coffee products market and their determinants (based on Barska, 2019: 52; Kotler and Armstrong, 2010; Lambin, 1998: 103).
	Figure 1.13. Relations between megatrends, consumer trends, product trends and consumer behaviour.
	Figure 1.14. Role of consumers on the market and the nature of their contacts with the enterprise (based on Hidayanti et al., 2018; Kucia, 2019; Mahr et al., 2014; Prahalad and Ramaswamy, 2000: 80; Ramaswamy, 2011: 195).
	Figure 1.15. Perception of the consumer by the enterprise (based on Hidayanti et al., 2018; Kucia, 2019; Mahr et al., 2014; Prahalad and Ramaswamy, 2000: 80; Ramaswamy, 2011: 195).
	Figure 1.16. Enterprise interactions with consumers and product development (based on Hidayanti et al., 2018; Kucia, 2019; Mahr et al., 2014; Prahalad and Ramaswamy, 2000: 80; Ramaswamy, 2011: 195).
	Figure 1.17. Enterprise activities and communication with consumers (based on Hidayanti et al., 2018; Kucia, 2019; Mahr et al., 2014; Prahalad and Ramaswamy, 2000: 80; Ramaswamy, 2011: 195).
	Figure 1.18. Changing the place of the consumer-customer in marketing strategies of enterprises (based on Janoś-Kresło and Mróz, 2006: 184, 187).
	Figure 2.1. Strategy hierarchy (Thompson, 1990: 205).
	Figure 2.2. Types of enterprise strategies and the operating principles that dominate them (based on Penc, 1999: 169; Jain, 2000b).
	Figure 2.3. The McKinsey matrix and recommended action strategies (Kłeczek et al., 2001: 253).
	Figure 2.4. Analysis of the content of the marketing strategy (based on Wrzosek, 2012: 13).
	Figure 2.5. Four limitations on the implementation of the marketing strategy (Kaplan and Norton, 2001: 176).
	Figure 2.6. Strategic execution framework (SEF) (Morgan et al., 2010: 24).
	Figure 2.7. The process of controlling marketing strategies (Andreasen and Kotler, 1991: 617; Kotler and Keller, 2009; Li et al., 2008: 252-276).
	Figure 2.8. Control of the implementation of marketing strategy in the area of the company’s goals and expenses.
	Figure 2.9. Control of the implementation of marketing strategy (based on Kaleta, 2013: 230).
	Figure 3.1. Entities and products of the coffee market.
	Figure 3.2. Structure of the production of coffee beans in the world in 2017 by country (based on ICO, 2019c).
	Figure 3.3. Five largest coffee markets in the world (in USD millions), 2014 (ICO, nd).
	Figure 3.4. Sector of coffee producers and distributors.
	Figure 3.5. The life cycle of the coffee producers sector in Poland (based on Michalik, 2010: 34; Statistics Poland, 2017, 2018).
	Figure 3.6. The model of attractiveness of the coffee producers sector in Poland (based on Chudy, 2014; ICO, 2018, 2019b; Kowalski, 2015; Michalik, 2010; Porter, 2000: 22-34).
	Figure 3.7. Selection of the target market in coffee producing enterprises (based on Ahmad, 2003; Kotler et al., 2002: 421).
	Figure 3.8. Cluster analysis process (Sargeant, 2004: 241).
	Figure 3.9. Segmentation of the coffee market as a criterion differentiating marketing strategies (based on Garbarski, 2011: 176).
	Figure 4.1. Stages of the research process (based on Sagan, 1998).
	Figure 4.2. Structure of empirical research.
	Figure 4.3. Interpretation of results, drawing conclusions from the case study.
	Figure 4.4. Average number of mugs/cups of coffee consumed – declarations of the respondents (n=800).
	Figure 4.5. Retail coffee prices in Poland in 1995-2016 (in USD) (based on ICO, 2019a).
	Figure 4.6. Value of coffee sales in Poland in the period from December 2014 to November 2017 (in PLN millions) (based on ICO, 2019b).
	Figure 4.7. Mission statements of coffee producers in Poland – word cloud (based on the mission statements of Polish coffee producers listed in Table 4.6 using WordClouds software).
	Figure 4.8. Number of segments served by coffee producers in Poland.
	Figure 4.9. Number of coffee producers operating in individual segments.
	Figure 4.10. Course of the correspondence analysis procedure (Clausen, 1998; Gatnar and Walesiak, 2004).
	Figure 4.11. Perception map for the marketing mix component – product.
	Figure 4.12. Perception map for the marketing mix component – price.
	Figure 4.13. Perception map for the marketing mix component – distribution.
	Figure 4.14. Perception map for the marketing mix component – promotion.
	Figure 4.15. Assessment of producers’ marketing activities by the surveyed consumers (N = 800, average rating).
	Figure 5.1. General diagram of the marketing strategy map developed for MOKATE Sp. z o.o. for the needs of the marketing strategy implementation control system.
	Figure 5.2. Control system for the implementation of marketing strategy in production companies on the coffee market – a model.