Professional Documents
Culture Documents
Case Study-Coffee
Case Study-Coffee
DOI 10.1108/EEMCS-05-2017-0104 VOL. 9 NO. 1 2019, pp. 1-24, © Emerald Publishing Limited, ISSN 2045-0621 j EMERALD EMERGING MARKETS CASE STUDIES j PAGE 1
for entry into a modern trade channel in The Netherlands for Vispak’s brands, with the main
focus on Zlatna džezva.
Mr Hrvic and Mr Hasakovic have made many things together. They have been through
stressful times and also successful situations. The two friends found a way to make risky
decisions, to survive economic downturns and to deal with the complex political
environment of B&H. But, when it came to the decision about the composition of the offer to
Jumbo, they were unable to find agreement about several important issues. What was to be
the future of Zlatna džezva in The Netherlands’ market? What should be the marketing
strategy for Zlatna džezva as a response to the market environment in The Netherlands?
What would be their market positioning, and should they keep the name of the brand
(having in mind that pronunciation for non-Balkans is quite difficult), or should they
internationalize it and make it more comprehensible for people who are not from Balkan
countries? While Mr Hrvic was leaning toward an international switch in branding strategy,
Mr Hasakovic had a strong opinion that Zlatna džezva should keep its identity that
communicates the Bosnian heritage, culture and tradition.
Vispak – a small player from a developing country with big global plans
Vispak was established in 1972 in Visoko (small city in B&H). In the same year as the
company was founded, the production of Zlatna džezva, the company’s most famous
brand, started. Two years later, production of Vispak’s espresso coffee began, and the
company started using the latest models of IMA machines that were the best at that time for
tea packaging, as well. They moved their production to a new facility in 1980 and installed
new production lines for packaging of coffee, snacks and other similar products, such as
spices and food additives. During the entire period of aggression on B&H (1992-1995),
Vispak did not stop production. After the aggression ended, the company faced
reconstruction. In 1998, Vispak began exporting different products to Sweden (primarily
satisfying the needs of B&H diaspora). This marked the beginning of Vispak’s export
activities.
After 1995, Vispak went through different ownership structures, including the so-called
“employees’ ownership” (the type of privatization where public ownership was allocated to
employees through various employee stock ownership plans). The turning point for the
business activities of Vispak came in 2010, when Mr Hrvic decided to acquire the company.
What was notable about this acquisition was the fact that it was one of the few in B&H which
was performed entirely on the capital market[1]. In particular, during the nine-month period
from April to December 2010, Vispak’s shares were traded via the Sarajevo Stock
Exchange. One by one, shares were repurchased from a total of 621 shareholders and nine
capital funds, which ultimately left the AS Group owning 83.93 per cent of shares. The final
result made the AS Group a major shareholder of Vispak and that concluded the purchase.
After the acquisition, the new owners faced a number of significant challenges:
䊏 There were BAM 3m of debts in contributions and taxes[2].
䊏 The employees lacked trust in the new management.
The acquisition of Vispak marked the beginning of the formation of the AS Group and a
vision that aimed to create a rounded, locally-owned food industry system in B&H. It was no
surprise that in 2017, the AS Group had more than 3,300 employees, which made them one
of the largest employers in B&H. Mr Hrvic stated that he had one rule which was to be used
during the revitalization of the company: “that [the] company needed to be managed fairly
and diligently”. It was important for him to spend all of the available funds on revitalization
and to have realistic views on all of the business possibilities.
The strength of Vispak’s brands was immediately recognized by the new management, and
the products were instantly returned to store shelves throughout the country. Positive
financial results were followed by Vispak’s improved market positioning. One year after the
acquisition, 76 per cent more products were placed compared to the previous year. Less
than three years after the acquisition, Vispak had almost doubled its revenue. In three
years, a complete return on investment was achieved, with revenues exceeding e9m in
2010 and over e26.5m in 2018 (for the overview of revenues, see Exhibit 2).
Since the acquisition, one of the most important goals for Vispak had been to increase their
exports to 35 per cent of total revenues. One of the main preconditions for the increase in
exports was obtaining quality certificates. Therefore, by the end of 2016, Vispak had
acquired numerous quality certificates, such as HACCP, ISO and halal certificates. These
certifications helped them to reduce and eliminate problems with the export of products
related to demanding Western markets and also with respect to the demands of the
Australian and UAE markets.
Further steps
As Mr Hrvic and Mr Hasakovic concluded their dinner in Veghel, they were aware that
Zlatna džezva was Vispak’s most prominent brand, whose excellent results in the local B&H
market and in international markets in ethnic segments were insufficient to exploit its full
capacities. Therefore, they were determined to enter new markets through modern retail
and by targeting customers who were beyond the Bosnian diaspora and attempting to
spread further across the EU. Nonetheless, competition in international markets was
constantly growing, and investment in Vispak’s aggressive promotion and positioning in
international markets had been limited or almost negligible compared to other global
competitors within this category (i.e. Nespresso).
An additional problem was the fact that for most of the consumers in the world, Bosnian
coffee was an unfamiliar term, especially taking into account its unique preparation and
consumption modes. A chance for cooperation with a Dutch retailer and the space which
would be given to the brand led them to rethink their strategy. New ideas definitely had to
be related to increasing opportunities to enter the Dutch modern retail trade and also to
make new strategic decisions about approaching new international markets.
The two businessmen decided they would continue their discussion as soon as the holiday
season ended. They scheduled a meeting at the beginning of January 2019. The ultimate
Notes
1. Since 1996, B&H has faced the transition from a planned communist economy to capitalism, and in
terms of privatization and acquisitions this transition was not very smooth in the case of many firms.
2. BAM is the abbreviation for the Bosnian Convertible Marka, which is the currency of Bosnia and
Herzegovina.
3. Per mille indicates parts per hundred and its written sign is %.
References
Acorns (2017), “Money matters report”, Acorns Grow.
Centre for the Promotion of Imports from developing countries (2018), “Exporting coffee to The
Netherlands”, Ministry of foreign Affairs of the Netherlands, available at: www.cbi.eu/market-information/
coffee/netherlands/
Datamonitor (2002), “Netherlands - young adult drinks: industry profile reference code: 176-760”.
IPSOS (2015), IPSOS Consumer Research in Bosnia And Herzegovina, IPSOS, Sarajevo.
Global Coffee Market (2018), “Global coffee market – growth, trends and forecasts (2018-2023)”,
available at: www.mordorintelligence.com/industry-reports/coffee-market (accessed 13 March 2018).
MarketLine (2016), “Netherlands, in-depth PESTLE insights”, ML00002-029.
P&A Coffee Newsletter (2016), “Coffee consumption grows despite crisis and higher prices”, available at:
www.peamarketing.com.br/imgs/pa_coffidential__103__february2016.pdf (accessed 12 February 2017).
Statista (2018a), “Top 10 retail chains in The Netherlands in 2018, by number of stores”, available at:
www.statista.com/statistics/669946/top-10-retail-chains-in-the-netherlands-by-number-of-stores/
Statista (2018b), “Coffee in Netherlands”, available at: www.statista.com/outlook/30010000/144/coffee/
netherlands#
Further reading
AS Group (2017), “About”, available at: www.asgroup.ba (accessed 15 March 2017).
International Coffee Organization (2017), “Coffee trade statistics”, available at: www.ico.org/
monthly_coffee_trade_stats.asp (accessed 25 May 2017).
E-Importz (2016), “Coffee statistics 2016”, available at: www.e-importz.com/coffee-statistics.php
(accessed 28 January 2017).
UNESCO (2003), “Intangible heritage section”, UNESCO Culture Sector - Intangible Heritage - 2003
Convention, available at: www.unesco.org (accessed 29 April 2017).
Figure E1
Finland
Norway
Iceland
Denmark
Netherlands
Sweden
Switzerland
Belgium
Luxembourg
Canada
Bosnia and Herzegovina
Austria
Italy
Brazil
Slovenia
Germany
Greece
France
Croaa
Cyprus
0 2 4 6 8 10 12 14
Table EI
Year Revenue (million EUR) Revenues from exports (%)
2010 9.0 22
2011 12.0 25
2012 14.0 27
2013 16.0 30
2014 18.0 30
2015 22.5 31
2016 23.0 31
2017 25.0 33
2018 26.5 34
2019 28.0 36
2020 30.5 37
Note: Data for years 2019-2020 are based on predictions
Figure E2
Figure E3
Plate E1
Table EII
2014 2015 2016f 2017f 2018f 2019f 2020f
GDP, constant 2005 prices (billion USD) 845.42 861.48 876.99 894.53 911.67 928.52 946.01
GDP growth rate (%) 1 1.9 1.8 2 1.92 1.85 1.88
GDP, constant 2005 prices, per capita($) 43,484 44,177 44,924 45,566 46,179 46,854 47,589
Inflation (%) 1 0.6 0.7 1.4 1.6 1.7 1.8
Exports, total as a percentage of GDP 105.94 105.52 104.08 102.39 100.34 98.34 96.36
Imports, total as a percentage of GDP 91.76 88.3 87.13 85.77 84.09 82.46 80.83
Mid-year population (million) 16.83 16.9 16.97 17.05 17.12 17.19 17.25
Unemployment rate (%) 7.4 6.9 6.5 6.3 5.83 5.67 5.34
Mobile penetration (per 100 people) 116.65 118.14 119.62 121.1 122.57 124.03 125.49
Source: MarketLine (2016) Netherlands, In-depth PESTLE insights. ML00002-029
Corresponding author
-Maglajlic
Selma Kadic can be contacted at: selma.kadic@efsa.unsa.ba