The global coffee market is undergoing a strategic reconfiguration, moving from volume sales to the provision of added value and experience. Large food companies have used marketing and rebranding tools to change the perception of consumption on different fronts: from the opening of new markets in Asia to the sophistication of domestic demand in Brazil. These maneuvers directly influence the production chain, indicating, from a business perspective, that brand management goes hand in hand with grain quality.
A market expansion strategy frequently cited in the marketing literature developed in Japan in the 1970s. To overcome barriers to entry in a culture where coffee drinking was not common, multinational corporations opted for a cultural adaptation strategy. The move involved introducing coffee-flavored confectionery products, with the aim of familiarizing the local palate. The initiative helped reduce initial cultural resistance, preceding the gradual implantation of the category into the daily life of the population over the following decades.
The evolution of this marketing perception has allowed the implementation of new pricing models, illustrated by the capsule system (single dose). By changing the way it is sold – from weight to “dose” – and focusing on convenience, the segment has increased the proportional value of a kilo of coffee to levels above R$300.00. It is observed that adherence to this format prioritizes standardized experience and practicality, factors that in this business model add value to the final product.
In response to this sophistication, Brazilian agribusiness is investing in “origin marketing,” using geographical indication (GI) as a differentiator. The movement is supported by a robust domestic market: recent data published by Embrapa Café, based on a survey by the Brazilian Coffee Industry Association (ABIC), show that national consumption reached 21.91 million bags in the last 12 months. The volume corresponds to approximately 40% of the total harvest, demonstrating that domestic demand validates the strengthening of the national brand of the product.
Part of this consumption takes place in the context of work, where drinking has established itself as a management tool. For Nara Lima, project manager at BAOBÁ, the “coffee break” has become an essential ritual. “In the corporate environment, the café acts almost like an informal manager; without a cup break, many meetings simply do not progress and productivity suffers,” observes the expert, emphasizing the role of the brand in the professional routine.
The trajectory of these market strategies validates the thesis that business longevity depends on strong pillars. According to Julay Barretti, creative director of BAOBÁ, the success of brands that span generations is not the result of chance, but of deliberate strategic architecture. “A planned rebranding acts like a deep root: it gives the company the stability to withstand fluctuations in the economy and consumer behavior, ensuring that the company remains relevant in the long term,” he analyzes.
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