Mojo Coffee’s Case Study

Mojo Coffee’s Case Study
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Mojo Coffee’s Case Study
Resource-based View Analysis
Determining the way forward for the business organization’s expansion objective demands a holistic approach towards the assessment of the available resources and competencies upon which the organization develops its sustainability in the highly competitive. The resources and available competencies form the basis for the smooth running of the daily business operations at the firm and exploration of future opportunities or incorporation of the emerging trends. A resource-based analysis of the firm uses a unique criteria highlighting the firm’s valuable, rare, costly-to-imitate, and non-substitutable capabilities that enhances its competitiveness in the market. Mojo coffee’s valuable capabilities, for instance, build on the fact that it provides excellent customer service to its consumers and thus leading to higher rates of customer satisfaction compared to other entities in the market. The firm’s three channels of selling its nine blends of coffee to consumers neutralizes the threat of shifting consumer trends towards the preference of a more value for money than the quantity. The delivery of quality consumer services correlates to the high rates of job satisfaction among the employees who reciprocate in kind to consumer needs. Mojo’s rare capabilities include the fact that it forms partnerships with other entities outside the coffee and hot beverages industry, such as the Historical Places Trust, charities, and NGOs. It is a unique form of partnership as the firm endeavors to help in the achievement of the entity’s objective through collaborative effort for social benefit. Mojo Coffee’s commitment to environmental conservation through the recycling of phones through such partnerships is a costly-to-imitate capability as it embraces the firm’s unique social responsibility endeavor. The firm’s partnership with NGOs and charities, such as the Neonatal Trust, towards promoting environmental protection initiatives functions as costly-to-imitate capability owing to the ambiguous nature of the practice. The engagements serves as both a corporate social responsibility endeavor and a promotional strategy for its products and services. The firm’s brewing process serves as its non-substitutable capability as it is the only one that knows how to process the coffee beans for its specialty brand of coffee served at its outlets. The resource-based view analysis provides the firm with an opportunity to highlight all its key competencies for growth. It puts the firm at a strategic position of exploiting its areas of strength for the smooth running of daily operations and maintaining its competitiveness in the market. The identified competencies further allow the organization to explore emerging opportunities and adapt to changes in the highly competitive market. Exploring the opportunities for growth allows for sustainability in the market as it makes the firm more flexible to change, which functions to maintain and expand its share of the market. Effective analysis of firm’s key competencies across the outlined aspects of the firm is integral to the organization’s expansion objectives. Mojo’s competencies provide it with an excellent platform for the achievement of its expansion objective without jeopardizing its position as an innovative leader in the industry.
Business-level Strategies
Among the business-level strategies employed by Mojo Coffee include an effective cost leadership strategy through which it sells its nine blends of coffee. Selling the nine blends of coffee through three broad channels targeting individual consumers through its direct service at the cafés and through its online platforms as well as reaching out to other consumers through wholesaling. The package or brewed in-store channel, for instance, allows consumers to partake the different blends of coffee at the same price as a single cup. The firm further offers the same value for such a purchase as consumers can choose to enjoy the beverage at the outlet or as a take-away. The fact that the different blends of coffee offered by Mojo Coffee target consumers across the generational divide give it a competitive advantage over other players in the industry. Mojo’s business-level strategies play a significant role in the sustainable growth and development of the firm. The firm’s integration of the cost and differentiation strategy accounts for its remarkable sustainable growth trajectory witnessed over its 13 years in the industry. The firm targets consumers across the age divide with high-quality products that merit the moderately lower prices of coffee served at its numerous outlets. The introduction of alternatively cheaper cups for serving coffee provides the firm with a competitive advantage in pricing as the former reduces the overall cost of producing the coffee. The fact that the firm further differentiates its brand of coffee from its competitors through diversification of services serves to provide a competitive advantage to the firm. Additionally, Mojo Coffee thrives on constant innovation in the production of coffee and delivery of services in all its outlets, which is integral to its sustainability in the highly competitive market of the beverage industry. The firm’s focus on innovation and the use of advanced communication and information technology functions as a product differentiation strategy as it creates a trendy appeal on consumers. The structural organization of the firm, as indicated with its pricing and other business strategies at both the local and international level allows for the maintenance of Mojo’s positive cultural orientation. The firm’s embracing of family values in the running of the firm through corporate social responsibility serves to protect the organization from eroding its positive cultural orientation in the effort to realize its expansion objective.
Corporate-level Strategies
As a multinational business organization, Mojo Coffee expanded its operations from its place of origin in Wellington to other locations in New Zealand. Currently, the firm has 23 locations in Wellington City, including its headquarters, and 11 locations in Auckland, New Zealand. Th...