Final Project: Submission

Juan Isaza
Southern New Hampshire University
MBA 665: Government Impact on Business
Dr. David Bretl
 

 
To:                  Roberto Velez

From:              Juan Isaza, V.P. Government Affairs

Re:                  Analysis of new refinery regulations

Overview

Business Profile and Governmental Action

Our humble beginnings start with a mustachioed fictional character; now we are a brand

recognized as the only international coffee brand that truly belongs to the coffee growers. We

are Juan Valdez; we are the Federation of Coffee Growers of Colombia (FNC), we are

Procafecol, we are Cenicafe—we are a rare hybrid. For we are a part public works organization,

and also a democratic federated organization. And, we are also a marketing company—an

industry association. But, before anything else, we are a not-for-profit organization. We

represent the welfare of thousands of coffee growing families (more than 500,000). Our brand is

on a quest to captivate the world our Premium Colombian Coffee. It was in 2002 that the

Federation of Coffee Growers of Colombia (FNC) created the brand, Juan Valdez, through

Procafecol. Since then, Juan Valdez has grown on such a massive scale, that it can be found in

22 countries (Deaton, Kumar, & Quigley, 2018) through over 320 shops (Juan Valdez, n.d.).

Our strategy relies on three main facets: premium products, excellent customer service,

and offering unique experiences through our unique ambience and unique ingredients. Our

growth has come with heavy competition from other major international brands such as

Starbucks, Costa Coffee, Peet’s Coffee, and Tim Horton’s (Deaton, Kumar, & Quigley, 2018).

Other threats, outside of competition, lie on the unpredictable customer taste preferences, and the

constant fluctuations in coffee bean prices. A major possible threat to the industry as a whole is
how prone the coffee bean is to decease. Colombia and other countries have been prey to

various types of coffee leaf rusts (Deaton, Kumar, & Quigley, 2018). Thus, the largest risk of all

is macro-economic, for the economic stability of Colombia is uncertain. And, most of our coffee

stores are in Colombia.

Our main competitor, Starbucks, operates on a very efficient strategy that relies on

various tenets, such as: a wide variety of top quality and varietal products along with superb

customer service, professionalism, and trendiness. Moreover, Starbucks provides its customers a

wide variety of beans from all over the world—each geographic location offers a distinct taste

not possibly able to be found anywhere else. Whereas we offer a wide variety of coffee beans

and therefore offer different tastes, but our tastes are all from Colombia, and Colombia only. We

compensate this weakness by offering our premium coffees at a price point slightly lower than

that of our competitor. For example, a shot of espresso is priced at a cost that is 17% lower than

that of Starbucks (Deaton, Kumar, & Quigley, 2018).

A key factor that has contributed our success is our political independence. For this

reason, we are able to keep most of our earnings and are able to manage our own business. Thus,

we indeed have many dealings with Colombian and foreign governments. But, we remain

apolitical. Most countries with weak growers’ organizations are at mercy of their respective

governments—leaving the smallholders with 30-40% of the international coffee price. In

contrast, our Colombian farmers can keep 95% of the world price through the Federation

(Bentley & Baker, 2000). Furthermore, our Colombian farmers can count on a guaranteed price

through the orchestration of the Federation—Colombian farmers capture the largest percentage

of earnings per bean in comparison to all other coffee producing nations (World Bank, 2002).

However, this all comes at a cost; it is called, the coffee ‘contribución’ tax. Reports show that
the Colombian Government, through the National Coffee committee, has pursued its own

macroeconomic agenda and political priorities instead of directly benefiting the coffee growers.

For the FNC has contributed an estimated $535 million USD to the government of Colombia.

No other sector of agriculture in Colombia finances the government so heavily to aid in

conducting its own policy (World Bank, 2002).

We operate a coffee price stabilization scheme which promises our Colombian coffee

grower a guaranteed fair price regardless of the international price—this is the most basic main

function of the Federation. However, times of crises of low coffee prices have led the

government to act and aid the Federation with financial support packages. But, that is not all that

the government of Colombia does for our Federation. For the government of Colombia plays

many roles in the diversification of coffee. It aids the Federation in its market research, technical

assistance, commercialization and logistics, credit support, and community organizations.

Moreover, the government provides subsidies in the plantation of new stock—especially in areas

of poverty (World Bank, 2002).

Joint efforts between humankind and nature have created what many believe to be the

best coffee in the world (Norton & Dann, 2013). The rigorous processes have advanced the

terroir to be added onto the World Heritage List of Cultural Landscapes by the United Nations

Educational, Scientific, and Cultural Organization (UNESCO, 2017). Thus, no other coffee

producing country is as innovative in regional PDOs (Protected Denomination of Origin) than

Colombia—for Colombia has established four different PDOs: Cauca, Huila, Nariño, and

Santender. Moreover, the coffee of Colombia is granted the prestigious status of DO

(Denomination of Origin) by the European Union. And, it is also declared as a GI (Geographical

Indication) (World Intellectual Property Organization, n.d.).

Organization and Teams

Divisions

Our complex democratic hierarchy is structured by 371 different Municipal Committees

that are all elected democratically at the local level by the coffee growers themselves. The 371

Municipal Committees elect a smaller Committee of 15 different departments. The 15

Departmental Committees are responsible for electing the National Coffee Congress. All

elections are executed at the grassroot level. The number of seats representative of each

Department of the Congress are determined by the proportion of coffee grown in each respective

department. The Coffee Congress serves as the highest authority of the Federation and is

responsible for electing a general manager and a sub-manager. External relations are handled by

the general manager whist the sub-manager handles internal operations. The behaviors of the

managers are very much like those portrayed by executives of large corporations. Thus, the

managers do not have to respond to a board of directors, they are accountable to the Coffee

Congress (Bentley & Baker, 2000).

The policies of our organization are arrived at by political consensus by all the growers.

The decision-making processes require extensive time, which in result makes us conservative in

our decision making and in our responsiveness. This systematic approach makes us not very

prone to fall into short-term thinking or speculation, for our decision-making framework does not

allow us to make sudden decisions.

Project Teams

A unique factor that differentiates us from all growers’ associations is our partner and

project teammate, Cenicafe—short for, The National Coffee Research Centre (World Intellectual
Property Organization, n.d.). The leading coffee research center has built a cutting-edge research

facility is over 12,500 square-meters and houses over 200 professionals that are all passionate

about growing the best coffee. The professionals are by the many; meteorologists, biologists,

geologists, agronomists, and ‘cuppers’ (term for most sophisticated palates around the globe).

The research institute, known as one of the world’s leading coffee institutions, is responsible for

moving coffee industry forward with its various agronomic achievements (World Bank, 2002).

The institute is responsible for further developing our brand with its research and development.

In between the research facility and the coffee growers, is our Strong Extension Service

Department. The Strong Extension Service Department is a team composed of 1,500 specialists

which provide first level technical assistance to our coffee growers. Moreover, they advise the

coffee growers on social, environmental, and agronomic performance (Marketwired, 2013).

How Teams Respond to Government Regulations

The government of Colombia plays a key role and participation in setting the internal and

external coffee prices and how it taxes the coffee. Thus, we, the federation, have contributed an

estimate of over $800 million to the government in the last 20 years (World Bank, 2002). The

government, along with the federation, play a stabilization price scheme, where the coffee-

grower of Colombia is guaranteed the best price around the world. The coffee growers of

Colombia receive a 70-75% of the FOB price (Department of Environmentally and Socially

Sustainable Development, 2002). In addition, Colombian coffee is sold around the world at a

20% higher price than all other coffees (World Intellectual Property Organization, n.d.).

However, the government of Colombia is not the only government to have influenced the

regulations of the federation; for the coffee region has been added to the World Heritage List of

Cultural Landscapes by the United Nations Educational, Scientific, and Cultural Organization
(UNESCO) (UNESCO, 2017). Thus, four different regions have been declared as PDOs

(Protected Denomination of Origin). And, the coffee has also been declared as GI (Geographical

Indication).

The prestigious declarations, recognitions, certifications, and price stabilization schemes

are not given—they are earned for how our teams respond toward the regulations placed by

various governments. For all coffee that states 100% Colombian must meet rigorous standards

of quality. All of our coffee is hand-picked; thus, not all of the coffee is hand-picked—only the

top-class seeds are selected and handpicked. And, ALL exporting shipments are inspected.

Moreover, we perform taste testing around the world to test if the coffee stating 100%

Colombian is true 100% Colombian Coffee (World Intellectual Property Organization, n.d.). We

place our hand on our heart and hold onto a true testament—to truly benefit the growers. And,

we do so with integrity. For we have provided our growers with thousands of schools and

hundreds of hospitals and clinics, as well as many infrastructure projects and roads. The

government of Colombia can provide diversification initiatives for the coffee growers. However,

it is noted that the we, the federation, have made a superior impact in comparison than that of the

government’s (Department of Environmentally and Socially Sustainable Development, 2002).

Stakeholders

We are a big and powerful organization—we are our own entity. We provide all social

services to our growers—to a greater impact than that of the government. Therefore, our most

vital internal stakeholders are the coffee growers—over 550,000 families of them. Conversely,

our brand, Juan Valdez, is the “only internationally recognized coffee brand belonging to the

coffee growers.” (Juan Valdez, n.d.)—the coffee growers are actual part owners of the company.

In result, they are directly impacted by the performance of our brand. Other vital stakeholders
are the employees, professionals, and entities revolved around the product. The whole world is

at stake, for a disruption of our coffee would cause the whole chain of coffee production and

consumption to be impacted. It can also be said that our Country, Colombia, is an external

stakeholder. Thus, the only country to sell more coffee than us, is Brazil. However, Colombia is

the number 1 supplier of Arabica coffee (Colombia only sells Arabica coffee)—the coffee of

Colombia ranks second to petroleum as top exports (Bentley & Baker, 2000). Therefore, every

country and every consumer within that country that consumes our coffee is an external

stakeholder. And, so are the businesses that market our product.

Our internal stakeholders have played a vital role in the development of the brand and

entity of Juan Valdez and its owner, The Federation of Coffee Growers of Colombia. Main

players in the international roasting industry challenge us throughout time by playing tactics that

convey short-term interests. However, we continuously show our true legitimacy, and our

necessity to plan in accordance to longer term in a cyclical manner which provides the growers

of Colombia an edge over our peers in other competitive countries.

Current Environment

The current business environment of the International Coffee Business is controlled as

such: 5 traders dominate 48%, while 45% is managed by 5 importers, and 5 roasters control 55%

(World Bank, 2002). The organization of small farmers has seen tremendous growth over the

years. With innovative strategies, our farmers have positioned our coffee brand to be certified as

GI. Our brand has created a global identity that is transparent and clear—it seeks to provide the

world the best coffee. For these reasons and more, the coffee of Colombia is sold at a 20%

higher price. In 2009, the federation produced more than 9.6 million bags of coffee (each bag is

of 60-kilograms), and most of it was exported (World Intellectual Property Organization, n.d.).
 Analysis

Business Environment

            While we may appear to the eye of the beholder as a governmental entity or a business

with social sensibilities, we are, essentially, a group of organized smallholder farmers.  Or, as we

proudly say, we are ‘cafeteros’. Thus, we have struggled to avoid governmental take-over.  For,

we are responsible for the welfare of over 550,000 coffee farming families.  As the Federation

we are, we have built thousands of roads, thousands of schools, and hundreds of hospitals and

clinics (World Intellectual Property Organization, n.d).  In fact, we are responsible for lowering

levels of illiteracy throughout our coffee regions to a degree much more significant than that of

the other urban areas throughout our country by our own government.   We have taught more

than 360,000 children and have built over 6000 schools (World Bank, 2002).  Yet, we pay a

contribution tax much higher than any other agricultural sector.  All, to just help conduct our

own policy.  Our coffee growers have contributed over $600 million to the national government,

which a high-level report showed to have no benefit to the coffee growers.  Instead, the

government, through our federation, has occasionally used this money for its own

macroeconomic political priorities and policy goals (World Bank, 2002).  This political

challenge and governmental action make a considerable impact on business. 

            As of late, our coffee farmers have been struggling due to heavy rains, lower prices, and a

stronger peso currency has reduced export income.  However, the government will not aid the

Federation with any supplemental funds, as it does not have the fiscal space for such aid (Reuters

Staff, 2018).  The continuous reduction in governmental aid to agricultural sectors makes it

critical for us allocate resources as efficient as possible.

The government counts on our most primary function, to utilize money that has been saved when

coffee prices are high (Bentley & Baker, 2000).  Thus, the government has aided in advancing

the coffee sector by building roads and other dire necessities.  The Coffee Fund is large enough

to be a macroeconomic influence.  However, the fund ought to remain within the coffee sector. 

All funds are in need.  Therefore, it can be said that the action of the government may be of a

threat hence it is using our funds through our federation to fund other political agendas.  The

‘contribución’ tax can be considered fair if our growers make the decision to pay such tax; if

they understand how it is determined, and how it is spent.  It is critical that accountability and

transparency be improved for us to continue funding appropriately.  The coffee sector’s taxation

ought to be targeted to provide essential goods, research, and technical assistance (World

Intellectual Property Organization, n.d).

Sustainability

            The high-level report noting that on occasion our government has utilized our paid tax

funds for other macroeconomic political priorities not benefiting our coffee farmers, ought not to

undermine the efforts and contributions that our government has made on the suitability of our

business.  For the government has, on separate occasions, put up 30% of matching funds, it has

built roads, schools, hospitals, and clinics.  And, it has aided us with necessary tools in our

diversified initiatives—it has provided technical assistance, market research, credit, and

organizational skills.  While we are apolitical, the government does hold half the seats within

The National Coffee Congress. Thus, the lack of accountability and transparency from our

government through our federation show us the challenges of appearing credible as we fulfill

essential roles as market regulators, market promoters, and market participants.

            Fulfilling all three essential roles incur a number of problems between inappropriate

political influence to lack of efficiency.  The CAIC (Commission of Adjustment of Coffee

Institution) suggests that we restructure and reinvent our institutions into more agile and lean

agencies to improve these practices, which would ultimately increase sustainability and better

our business practices (World Bank, 2002). We need to become a better organization for our

coffee growers. Thus, the government has the ability to shut us down. But, we are too critical

for the overall economy of Colombia. Therefore, our business is likely to be around for as long

as coffee exists in Colombia. However, the brand could be changed. For which we need to

become a better organization.

Internal Resources

            Although we are our own entity and we remain to be apolitical; our roots with the

government will forever be closely tied.  We make too great an impact on society to not to.  And,

our close relationship with our government has allowed all the fruition we have accomplished—

one hand washes the other.  Thus, in 1935, our Federation was forced to accept the ruling of

appointing half of our National Committee with government appointees.  Since then, we have

gained more control, hence only 6 members of our now 14 National Committee must be

governmental appointees.  In addition, the Colombian President no longer has to approve our

committee’s measures (Bentley & Baker, 2000).  Thus, it is not a matter of being adequately

organized to address the issue; it is a matter of internal affairs—for as long as there is a

government, we will forever be impacted.  However, it is a relationship—relationships require

maintenance (some more than others).  And, ours, with the government is one that will always

remain. 
            We are properly equipped to deal with the current issue at hand. The complexity of the

task will require that the different 15 Departmental Committees meet for how they will

restructure the institution.  Moreover, the Commission of Adjustment of Coffee Institution will

oversee the process along with the members of the Departmental Committees.  These individuals

are the ones who ought to be in charge of the restructure; for they are the ones that are elected at

the root level by our coffee growers.

Communication

            The high-level report noting the occasional spending of Coffee funds by our government

on other political priorities to no benefit to our coffee growers was reported by the CAIC

(Commission of Adjustment of Coffee Institution) (World Bank, 2002).  The 170-page report

further notes of the government’s role and its participation in setting coffee taxes and internal

taxes for other political priorities, outside of the coffee sector.  The report is readily available to

anyone and was communicated publicly.  Therefore, it has been communicated to all

stakeholders, including the public, through newsletters, the radio, and the internet. 

Company Image

            The improper allocation of funds never looks good.  The company image is tarnished by

the publication of such claims.  Thus, both the internal coffee prices and coffee tax have been

subjected by the Commission of Adjustment of Coffee Institution to have been manipulated to

the degree of being distorted and inefficient.  These reasons have led to a growing awareness of

the need for transparency in how the tax is determined and how it is allocated.  It is difficult for

business to thrive if the tax levied on it constantly changes.  And, within the coffee sector, coffee

tax has historically changed in an un-transparent manner (World Bank, 2002).   

            The impact we have had on our coffee growers is without a question unparalleled to any

other coffee organization.  Our research center, Cenicafe, has become one of the world’s leading

coffee research institutions.  Our impact at the social, as well as the environmental and economic

levels are unlike anything else.  But, our management of funds, according to various studies is

not efficient (Brown, 2014).  Thus, this issue does have a positive aspect.  For it presents our

federation an opportunity to finely restructure ourselves to better serve our coffee growers. 

Response

            A widespread reform.  However, this reform cannot go through if the business

environment is disturbed.  There is too much stake to disturb the environment.  For over 550,000

coffee farming families depend on this dire business.  However, we need to restructure.  Various

studies and institutes are suggesting a widespread reform (Brown, 2014).  We truly do need to

become more efficient and transparent with our funds and imposed taxes.  Thus, our stand of

openness towards assessments and evaluations is what segues us into bettering our business

environment to better serve our coffee growers.  We cannot continue, as one entity, doing what

various entities ought to do.  Our range of options vary; but, the ultimate goal is for us to no

longer be: the regulator, the producer, the exporter, and the executor of official policies.  As our

research center, Cenicafe is its own body, we must do the same with our Federation. 

Restructuring our one entity, our federation, into various agile agencies, comprising all into one

Federation, would only make us better, stronger, faster, and more responsive—and more

sustainable. 

Impact
            These courses of action may have an impact of small degree on our current business.  For

our product is not what is at stake, but rather the management of funds.  We aren’t tarnishing our

image, we are restructuring—we are evolving.  Therefore, we may see an impact on business—

we may see a drawback from coffee farmers and employees.  We may see confusion and

eagerness.  We may see a slight decrease in sales.  However, that is the short-term impact.  The

long-term impact is hopefully a more agile, transparent, and efficient Federation. 

            Operational implications with organizational change are complex.  Thus, we need to

become a more agile institution by splitting into multiple, maybe two, three, or four, agencies. 

This would require that operations change.  We will not operate in the same manner.  Some

individuals may have to be let go and some may need to be hired.  Adjusting into new and more

defined roles will require effort.  The human resources department will aid in developing job

descriptions and ought to review all factors affecting the need for reorganization.

            The financial impact along with the organizational change impact will be the most felt. 

The Federation, as a single body entity, ought to separate its public and private roles.  It also

should reevaluate its finances.  Moreover, it ought to restructure its allocation of finances—how

the money is spent, where it goes, and its purpose ought to be revaluated.  To accomplish this,

we need to go through an entire reform.  Implications are by the many—finance is a very delicate

subject.  We will need external resources to aid in the reorganization of financing.  The impact,

in the short-term, will be very much felt.  Thus, we are changing our financials entirely. 

However, in the long-run, we will be a more agile and transparent Federation.  In result, we will

be able to provide full details of our funds. 

            Ethical implications are not to be worrisome.  Thus, we are restructuring in an ethical

manner—the result is what will be more of service to our coffee growers.  The purpose of the
restructure is to be more ethical.  Our three essential functions: provision of public services, price

stabilization, and commercialization, will not stop functioning.  It is not what we do that needs to

change, it is how we do it—so that we can be more effective and transparent.

External Resources

            External resources are those parties involved that will aid in the process of organizational

change.  Thereof, constituents such as, change agents will be involved, as well as the

Commission of Adjustment of Coffee Institution, all our involved parties; The National

Committee, Departmental Committees, and Municipal Committees, administration as well as

finance agents—all hands-on-deck is required for organizational change.  It ought to be of

urgency and of dire necessity.   All parties, while guarding their own interests, ought to have the

full interest of our coffee growers in mind.  After all, it is what benefits them most that would be

ultimately decided.  Opposing views will be at the center of organizational change—some for the

government and some for the business.  The end goal, however, is to result in a Federation that is

more transparent and more agile. 

Recommendations

Business Project Teams

Centered around the nearly 550,000 coffee farming families, The National Coffee

Committee agrees on policies regarding our allocation of parafiscal and fiscal resources. The

committee is constructed by 15 delegates all deriving from different departments spread out

around the country as well as four ministers: Rural & Agricultural Developments; Finance &

Public Credit; Industry & Tourism, Trade, as well as the Director of the National Planning
Department. The Ministers of Agriculture and Finance are the only governmental members who

have enough voting power to balance the scales between government and coffee representatives.

On the other hand, is our Strong Extension Service Department—its responsibility is to

provide technical assistance of first level to the coffee growers. They also provide advice

regarding environmental, social, and agronomical performance. This project team is

strengthened and guided by Cenicafe, our leading coffee institution, which is responsible for

performing research and advancing the coffee sector with its innovation.

All these project teams ought to remain engaged in their current efforts; for our

organizational change would not affect them at all—it would just benefit them in the long run,

for we would ultimately become a better federation. The organizational change is aimed at the

top; at changing the framework, not the mechanisms of the federation. Thus, all project teams

ought to continue doing what they have always done. The federation is not changing its work,

and not how it does it, nor what it does—it is changing its functions. The one federation of

multiple roles is splitting into various lean and agile agencies.

Communication

We need to be proactive about how we will mitigate the impact of negative information.

In today’s day and age, information spreads very quickly. Severe negative information may be

accompanied by catastrophic circumstances, such as: losing investors, tarnishing company

image, losing suppliers or buyers, etc. It is imperative that we develop a concise plan to

proactively and even reactively mitigate the impact of negative information.

It is of importance that we develop a concise, clear, and consistent response towards what

may be said. Our plans to change our framework are purposed to make us into a more agile,
lean, and transparent federation. If we decide to go through this change, it is because we are

seeking betterment. Our response needs to be genuine and it ought to target what needed to be

changed, how we are doing it, and the results we are seeking.

It is also beneficiary to create a system of monitoring and notification—for it is of

importance that we understand ho the public is reacting to news regarding our change. It is of

importance that we monitor how our brand is being mentioned online and how our employees

are responding to such.

Solution

One of the main objectives for our organizational change, as suggested by The

Commission of Adjustment of Coffee Institution, is to create a framework that avoids conflicts.

We are currently the regulator, the exporter, the executor of official policies, and the producers’

association—embodying all these roles create an entanglement within each individual role.

Thus, our double role as market competitor and regulator undermines simple regulatory

practices. Therefore, it is suggested that we divide ourselves into two main entities. We would

still be one federation, but we would be one composed of two main bodies—all composed of

different project teams. We would still be what we are: a commercial Company owned by the

coffee growers themselves. However, the entity and management of this body would be

separated from the new FNC and the government, for we would not receive subsidies nor special

tax treatments. The other body of the federation would be a trade union organization; which

would entail our current mechanisms—being funded by the coffee fund. The trade union

organization would continue its current functions—servicing the coffee growers with funds

stemming from its own resources and or private grants (Echavarría, Esguerra, McAllister, &

Robayo, 2015). Our institution will evolve into an institution comprised of various forms which
will be more transparent. Our quality, specialty, productivity, and promotional campaign are all

of superiority. However, we need to better manage all factors that increase competitiveness and

doing so in ways that benefit the entire sector (World Bank, 2002).

Political Influence

We are a federation that, although it is apolitical—it has strong governmental ties.

Decisions agreed upon at The National Coffee Committee are very influenced by the

government, for they occupy half of the votes. Prior to our decision to change, the entire

federation was benefiting from special tax treatments, now only the sector working closely with

public development will receive those special tax treatments. Moreover, it is suggested by The

National Coffee Committee that coffee policy be determined by the government. Thus, we and

the government both seek to become a more agile and lean federation so that we can better serve

the coffee growers and their families.

Our coffee funds are managed by us and overseen by the government are utilized for

three functions: (1) Our institutional function; research, extension service, programs targeting the

social well-being of the coffee growers, and programs related productivity and competitiveness;

(2) commercialization, sales, exports, all commercial functions, and the guaranteed purchase

rate; and (3) the industrial function; which transforms green coffee into soluble coffee for end

customers (Echavarría, Esguerra, McAllister, & Robayo, 2015). Once we go through our

changes, we will no longer be responsible for social policy in coffee areas; for social policy

ought to be the responsibility of the government and ought to not be delegated by a private

association (us) (Echavarría, Esguerra, McAllister, & Robayo, 2015). Therefore, we will be able

to concentrate more on generating profits for the coffee growers.

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