Fair Trade USA, Innovating for Impact Case Solution And Analysis, HBR Case Study Solution & Analysis of Harvard Case Studies

Fair Trade USA, Innovating for Impact Case Solution

Rice, nevertheless, was not pleased with 5 percent of the United States coffee market. He wished to take Fair Trade to scale-- extensive adoption in regards to volume, market share, customer awareness, and impact for farmers. And Rice was positive that he understood ways to arrive.

Paul Rice understood that Fair Trade might do more, a lot more. While the design had actually benefited around 10 million individuals in establishing nations, they were a little portion of the 2 billion individuals throughout the world who resided on lower than $2 day. Fair Trade was not charity. It was an accreditation design that had actually begun around coffee and made sure that loan receded to individuals who expanded the coffee, providing a "Fair Trade" rate.

As president and CEO of Fair Trade USA (FEET USA), the leading third-party certifier of Fair Trade items in the United States, Rice had need to be proud. Given that its starting in 1998, the not-for-profit had actually grown Fair Trade CertifiedTM coffee from 0 to 5 percent of the United States coffee market. Fair Trade coffee had actually made significant inroads with big roasters including Starbucks and Green Mountain along with traditional brand names like Dunkin' Donuts.

This case checks out FEET USA's market based technique and approach for raising the reach and impact of Fair Trade. It evaluates the principle of Managed prices and the 3 pillars of the "Fair Trade for All" technique: broaden Fair Trade to consist of accreditation for big coffee developing estates and independent smaller sized farmers, purchase collective to get them more reasonable, and boost customer awareness. The case accentuate the debate that took place from FEET USA's 2012 split from the global certifying body and why Rice thinks that this was the best choice.

This is just an excerpt. This case is about Business