BUSI 607 Week 8 Marketing Plan Paper: Final Example

Bringing Cold Brew Home: An International Marketing Plan for Ready-to-Drink Coffee in Vietnam

Executive Summary

This plan proposes that Cascade Cold Brew, a Portland, Oregon, maker of premium ready-to-drink coffee, introduce a canned cold brew made from Vietnamese beans in Vietnam, beginning in Ho Chi Minh City and expanding to Hanoi in the second year. Vietnam offers a population of more than 100 million, rapid economic growth and one of the world's strongest coffee cultures. Only Brazil grows more coffee, so the product can be made in the country from beans grown there.

The customers it targets are city professionals from 22 to 35 who drink coffee every day, prize convenience and try international brands readily. The product will be positioned as Vietnamese coffee brewed a new way: a slow-steeped, smoother and less sugary cold brew that honors the beans Vietnamese consumers know. It will be produced under contract by a Vietnamese beverage manufacturer, sold through a local distributor to convenience stores, supermarkets and online platforms at about 32,000 dong per can, and promoted through social media creators, sampling in office districts and stories about the farmers who grow the beans.

The projection shows a modest loss in the first year, an operating profit of about $330,000 in the second and about $900,000 in the third, with break-even at roughly 1.5 million cans a year. The plan's main risks are the strength of local competitors and the challenge of convincing consumers that an American brand adds value to Vietnamese coffee; the pilot in Ho Chi Minh City is designed to test both before expansion.

Company and Product

Cascade Cold Brew was founded in Portland to make small-batch cold brew, coffee steeped in cold water for many hours to produce a smooth, less acidic drink. The company sells canned cold brew to grocery chains and cafes in the Pacific Northwest and has grown by emphasizing quality beans and careful brewing. Like many specialty coffee firms, it buys some of its beans from Vietnam's Central Highlands, where both robusta and, at higher elevations, arabica are grown.

The product for Vietnam will be a 250-milliliter can of cold brew in two varieties: a black cold brew and a version with condensed milk, inspired by Vietnam's traditional iced milk coffee but with less sugar than most local ready-to-drink options. Both will use a blend of Vietnamese robusta and highland arabica. The proposal has a strategic logic beyond the Vietnamese market: success in a demanding coffee culture would strengthen the brand's credibility at home and in other Asian markets, and local production would deepen the company's relationships with the farmers who supply it.

Situation Analysis

Economic and Demographic Environment

Vietnam's population reached about 101.6 million in 2025, and its economy grew by about 8% that year, among the fastest rates in the world (World Bank, 2026). Gross domestic product per person reached about $5,070 in 2025, still modest by the standards of developed economies but rising quickly, with purchasing power concentrated in the large cities. About 39% of the population lived in urban areas in 2025, a share that continues to rise as young people move to Ho Chi Minh City, Hanoi and other centers for work.

These conditions support a premium convenience product aimed at urban professionals. Rising incomes allow young workers to spend more on branded goods, and long working hours and commutes increase demand for products that can be bought and consumed quickly. At the same time, most Vietnamese consumers remain price conscious, so a premium product must offer clear value and be priced within reach of its target customers.

The Coffee Market and Coffee Culture

Among coffee-growing nations, Vietnam ranks behind only Brazil in output. The U.S. Department of Agriculture forecasts Vietnamese production at a record 32.5 million bags of 60 kilograms in 2026/27, most of it robusta, with exports of more than 25 million bags (Foreign Agricultural Service, 2026). Coffee is also central to daily life. Traditional coffee is brewed slowly through a small metal filter and served hot or over ice, often with sweetened condensed milk, and sidewalk cafes are a feature of every city. Over the past two decades, large domestic cafe chains have grown rapidly, international chains have entered the market and ready-to-drink coffee has become common in convenience stores and supermarkets.

This culture is both the opportunity and the challenge. Vietnamese consumers drink coffee daily and understand it well, so demand exists. But they also have strong preferences and a sense of pride in Vietnamese coffee, which means a foreign brand cannot succeed by presenting coffee as something new to Vietnam. The plan therefore positions cold brew as a new way to enjoy Vietnamese beans, not as an import that replaces local coffee.

Cultural Analysis

Hofstede's dimensions offer a starting point for understanding Vietnamese consumers and business partners. In the scores reported by Hofstede et al. (2010), Vietnam is a high power distance (70) and strongly collectivist (20 on individualism) society, with moderate scores on masculinity (40) and low uncertainty avoidance (30), compared with American scores of 40, 91, 62 and 46 on the same dimensions. De Mooij and Hofstede (2010) argue that such cultural differences shape consumer behavior and responses to advertising even as incomes rise.

Several implications follow. Collectivism suggests that purchases are influenced by family, friends and colleagues, which favors word of mouth, social media and sampling in groups, such as office teams, over appeals to individual self-expression. High power distance suggests that respected figures, including well-known creators and senior people in workplaces, carry influence. Low uncertainty avoidance suggests openness to trying new products, which supports a launch built on trial. These are tendencies rather than rules, and young urban consumers may be more individualistic than national averages suggest, so the plan will test its messages with target customers.

Competitive Analysis

The product will face competition at three levels. The most direct competitors are other ready-to-drink coffees sold in convenience stores and supermarkets, including brands from domestic and international beverage companies, which are widely distributed and inexpensive. The second level is cafe coffee: domestic chains with strong brands and loyal customers, some of which also sell bottled versions of their drinks, international chains at the premium end and thousands of independent cafes and street vendors. The third level is home-brewed coffee, which remains inexpensive and deeply familiar.

Cascade's advantages are a distinctive product, cold brew is less common in Vietnam's ready-to-drink segment than in the United States, a premium brand image and a credible story of using Vietnamese beans. Its disadvantages are its lack of recognition, its small scale relative to established beverage companies and the cost of building distribution. The plan's positioning and entry decisions are designed to make the most of the advantages while limiting exposure to the disadvantages.

Political, Legal and Regulatory Environment

Vietnam is a one-party state with a stable government that has encouraged foreign investment and export manufacturing. Food and beverage products must meet food safety requirements, including registration or self-declaration of products with the authorities, and labels must be in Vietnamese with required information on ingredients, origin and dates. Advertising of food products is regulated, and claims about health benefits require care. Vietnam belongs to several trade agreements, including the Pacific Rim pact known as the CPTPP and the European Union's trade pact with Vietnam, which affect the cost of imported packaging materials and equipment. Local production avoids import duties on finished beverages and reduces exposure to changes in trade policy between Vietnam and the United States. The company will engage a Vietnamese law firm and regulatory consultant to manage product registration and labeling before launch.

SWOT Summary

Consumer Research Plan

Before launch, the company will test its main assumptions with the people it hopes to serve. Three studies are planned. The first is a series of taste tests in Ho Chi Minh City office districts, comparing the two varieties against a leading local ready-to-drink coffee and a cafe iced milk coffee, with participants rating sweetness, strength and smoothness. The results will set the final sugar level, since the plan's assumption that target customers want less sugar must be confirmed rather than assumed. The second is a short online survey of about 600 urban professionals measuring coffee habits, spending, shopping channels and attitudes toward foreign and domestic food brands, including a shortened consumer ethnocentrism scale. The third is a set of small group discussions testing two positioning messages, one emphasizing American cold brew expertise and one emphasizing Vietnamese beans brewed a new way.

The research has a practical purpose for each decision in the plan. Taste results shape the product, survey results on spending and channels shape price and distribution, and message testing shapes promotion. The company will also study how consumers describe coffee in Vietnamese, since the language customers use will guide packaging copy and social media content. A local research agency will conduct the work in Vietnamese, with the country manager present to observe, so that the company's understanding does not depend on translated summaries alone.

Marketing Objectives

Four measurable objectives guide the first three years. First, sell 1.2 million cans in the first year in Ho Chi Minh City, 3.6 million in the second year after expanding to Hanoi and 6 million in the third. Second, achieve distribution in at least 1,500 convenience and grocery outlets in the two cities by the end of the second year. Third, reach a repeat purchase rate of at least 30% among first-time buyers, measured through loyalty program and online sales data. Fourth, reach operating break-even in the second year.

Target Market and Positioning

The primary target market is urban professionals aged 22 to 35 in Ho Chi Minh City and, from the second year, Hanoi. They work in offices, technology firms and services, commute by motorbike or ride-hailing services, shop at convenience stores and online, and drink coffee at least once a day. Many follow lifestyle creators on social media and are interested in international products, but they are also proud of Vietnamese culture. A secondary market is students at universities in the two cities, who are price sensitive but influential in spreading new trends.

Research on how consumers view foreign brands shapes the positioning. Steenkamp et al. (2003) found that brands perceived as global were seen as higher in quality and prestige, which increased purchase intentions, though the advantage shrank for shoppers who scored high on consumer ethnocentrism, a conviction that choosing imports hurts one's own country (Shimp & Sharma, 1987). Özsomer and Altaras (2008) argue that global brands gain value both from quality signals and from their association with a global consumer culture, while local brands can draw on national identity. The meta-analysis by Verlegh and Steenkamp (1999) adds that a product's origin moves buyers' quality judgments more than it moves their decisions to buy.

In Vietnam, the strongest position is one that joins the brand's American craft image to the national pride in Vietnamese coffee rather than setting them against each other. The proposed positioning statement is: for urban professionals who love Vietnamese coffee and want a convenient, smoother way to enjoy it, Cascade Cold Brew is the premium ready-to-drink coffee that slow-steeps Vietnamese beans for a clean, less sweet taste. Its point of difference is the cold brew process and lower sugar; its reason to believe is the brand's specialty coffee expertise and its use of named Central Highlands farms. By celebrating Vietnamese beans, the brand reduces the risk that ethnocentric consumers will see it as a foreign threat to local coffee.

Marketing Mix

Product

The product follows a strategy of standardizing the brand and adapting the formulation. Szymanski et al. (1993) found that standardized strategies could perform well across similar markets, but Vietnam's taste preferences differ from those of the company's American customers, so the product will be adapted while the brand identity remains consistent. The condensed milk variety responds to local tastes, and both varieties will contain less sugar than most local ready-to-drink coffees, a feature that appeals to health-conscious urban consumers. The 250-milliliter can suits single servings and fits convenience store coolers. Packaging will use the brand's American design language with Vietnamese text, a map of the Central Highlands and the names of partner cooperatives, and the brand name will remain in English. Shelf life and quality in tropical heat will be tested with the co-packer before launch.

Price

The planned retail price is about 32,000 dong per can, roughly $1.22 at an exchange rate of about 26,300 dong per dollar. This positions the product above mass-market ready-to-drink coffees, which typically sell for considerably less, but below a drink at a premium cafe. In their review, Rao and Monroe (1989) showed that buyers who know little else about a product read its price as a clue to its quality, so a price far below the premium level could undermine the brand's positioning. After retailer and distributor margins of about 25% and 12% respectively, the company expects to receive about 21,100 dong per can, and production, packaging and local logistics are estimated at about 11,000 dong per can, leaving a contribution of about 10,100 dong, or $0.38, per can. Introductory promotions will offer two-can bundles in convenience stores during the launch period rather than a lower list price, protecting the price position.

Place

Distribution will focus on channels the target customers already use. Convenience store chains, which have expanded rapidly in Vietnam's cities, will be the primary channel, supported by modern supermarkets and online grocery and food delivery platforms. Office delivery through partnerships with coworking spaces and corporate pantry services will reach professionals at work. A local distributor with existing relationships with convenience chains will handle warehousing, delivery and shelf placement. Cold storage is not required for the canned product, but placement in coolers will be negotiated, since the product is consumed cold. The first year will concentrate on central districts of Ho Chi Minh City to achieve density of distribution before expansion. Density matters because it lets sampling, social media and shelf presence reinforce one another: a customer who sees a creator's video should be able to find the can in the nearest store that afternoon. Spreading thinly across the city would leave many customers unable to act on the advertising, wasting promotional spending. As the brand gains recognition, distribution will extend to secondary districts and to transit hubs such as bus terminals and the airport, where travelers look for convenient drinks.

Promotion

Promotion will rely on the channels through which young urban Vietnamese learn about products. Kumar et al. (2016) found that firm-generated content on social media increased customer spending and engagement, especially among customers more connected to social media, and Berger and Milkman (2012) found that content evoking strong positive emotions was more likely to be shared. The campaign will feature short videos with local creators, stories of the farmers who grow the beans, and content celebrating the ritual of Vietnamese coffee with a modern twist. Sampling teams will visit office buildings and coworking spaces, and the brand will sponsor events popular with young professionals, such as running clubs and design fairs. Consistent with the collectivist orientation discussed above, promotions will encourage sharing with colleagues and friends, such as office sampling packs. All messages will be tested in Vietnamese with target customers before the full launch, and claims about health will be limited to the lower sugar content.

Selecting Partners

The success of contract production and distribution depends on choosing the right partners, and the company will apply explicit criteria. A co-packer must hold the food safety certifications required for export-quality beverages, have experience with canned coffee or tea, demonstrate consistent quality in independent audits and be willing to sign an agreement that protects the recipe, with confidentiality terms and limits on producing similar products for competitors. Capacity to grow from about 100,000 cans a month to several times that volume is also important.

A distributor must have established ties to the leading convenience and supermarket chains across Ho Chi Minh City, the capacity to expand to Hanoi, reliable delivery and merchandising staff and a portfolio that does not include a directly competing cold brew. The company will ask for references from other foreign brands the distributor represents and will begin with a two-year agreement with performance targets, rather than a long exclusive contract, so that it can change partners if results disappoint.

Entry Mode and Implementation

The company will enter through contract production and a distribution partnership rather than by building its own plant or exporting from the United States, an option among the entry modes Geringer et al. (2016) describe that balances control with limited investment. Exporting canned coffee from Oregon would add shipping costs and import duties and would contradict the product's local-bean story. Building a plant would require large investment before demand is proven. In the transaction cost logic of Anderson and Gatignon (1986), control is worth paying for when what the firm brings is specialized and easily misused; for Cascade, the specific assets are the brewing recipe and process, the brand and quality standards. Contract production lets the company keep these under its control through a detailed manufacturing agreement, quality audits and ownership of the recipe, while the co-packer supplies equipment and local operational knowledge. Brouthers and Hennart (2007) note that entry decisions also depend on institutional conditions and the firm's resources, both of which favor a lower-commitment entry for a small company in a new market.

Implementation will proceed in three phases. In months 1 to 6, the company will establish a representative office, hire a country manager, select the co-packer and distributor, complete product registration and labeling and conduct consumer taste tests. In months 7 to 12, it will launch in central Ho Chi Minh City with a focused set of convenience stores and online channels, monitoring sales, repeat purchases and feedback weekly. In the second year, if the pilot meets its targets, the company will expand to Hanoi and broaden distribution in both cities. A decision on building a dedicated production line or a small plant will be considered in the third year if volumes justify it.

Retail Execution

In convenience retail, sales depend heavily on execution at the shelf. The company and its distributor will negotiate cooler placement at eye level, secure facings for both varieties and track stockouts weekly, since a customer who cannot find the product on a second visit is unlikely to look a third time. Point-of-sale materials will be simple and in Vietnamese, highlighting the cold brew process and the origin of the beans. Store staff incentives during launch months will encourage recommendations, and data from store chains, where available, will show which locations and times of day sell best, guiding where sampling teams work.

Online channels will be managed with the same discipline. Product pages on grocery and delivery platforms will use high-quality images and Vietnamese descriptions, and the company will respond to reviews within a day. Bundles for offices, such as cases of 24 cans with delivery, will be promoted to companies near the distribution core.

Budget and Financial Projections

The projections assume the price and contribution described above, sales volumes matching the objectives, and operating expenses for marketing, a small local team and registration and other costs. Figures are converted to dollars at about 26,300 dong per dollar.

With first-year operating expenses of about $590,000 and a contribution of about $0.38 per can, break-even requires about 1.54 million cans a year, slightly above the first-year target. The first-year loss is an investment in building distribution and awareness, and the second-year profit depends mainly on the Hanoi expansion reaching its volume target; the company's funds can cover it, and the pilot design limits the amount at risk if the product does not succeed. A sensitivity check shows the importance of volume: if second-year sales reach only 2.5 million cans, the year ends with a small operating loss of about $90,000, while a 10% lower contribution per can, for example from higher bean prices, would reduce third-year profit by about $230,000. These figures suggest that the company should watch volume and bean costs most closely, and that the decision to build dedicated production capacity in the third year should wait until both are stable.

Control and Contingency

The plan will be monitored monthly against measures tied to its objectives: cans sold by channel, number of outlets carrying the product, sell-through rates, repeat purchase rate, social media engagement and customer feedback. A quarterly review with the distributor will address stockouts and shelf placement. If sales after six months are below 60% of target, the company will test changes in the order that would cost least to make: messaging, then promotional offers and pack sizes, then distribution focus. If the repeat purchase rate falls below 20%, indicating that the product itself does not satisfy, the company will return to taste testing before further spending. If a large competitor launches a similar cold brew at a lower price, Cascade will emphasize its origin story and quality rather than compete on price.

Risks Specific to Vietnam

Several risks deserve attention beyond those of any new product launch. Regulatory processes for food products can take longer than expected, so the timeline allows several months for registration and labeling approval. Changes in coffee prices affect costs, since a sharp rise in bean prices, as occurred in recent seasons, would squeeze margins; the company will negotiate supply agreements with cooperatives that share some price risk and will review its price annually. Exchange rate movements matter because some costs, such as cans and equipment, may be priced in dollars while revenue is in dong. Finally, a large domestic or international beverage company could introduce a competing cold brew with more distribution power; the company's defense is a strong brand story, quality and relationships with farmers that are difficult to copy quickly.

Partnering With Coffee Farmers

The product's credibility rests on its connection to the farmers who grow its beans, and the company will make that connection real rather than decorative. It will buy from a small number of cooperatives in the Central Highlands under multiyear agreements, pay a premium above market prices for beans that meet quality standards and share information on quality and processing so that farmers can earn more from their crops. Visits by the company's coffee buyers and the country manager will build relationships that also supply authentic stories for marketing. Over time, the company will consider supporting farmer training in sustainable practices, which improves quality and protects the land on which the business depends.

Biblical Integration

Scripture shapes several of this plan's choices. The Law instructs employers not to withhold the wages of a hired worker overnight (Leviticus 19:13), and James condemns those who defraud the laborers who harvest their fields (James 5:4). Because the product's story is built on Vietnamese farmers, the company has a particular responsibility to deal fairly with them, paying fair prices, honoring contracts and investing in long-term relationships with cooperatives. Eldred (2009) argues that business conducted with integrity creates spiritual, social and economic capital in the communities it touches; a company that pays fairly, keeps its commitments and treats employees well demonstrates values that build trust.

Honesty in marketing is a second application. Claims about the product's origin, quality and health benefits must be accurate, in keeping with the biblical call to honest dealing (Proverbs 11:1). Finally, the plan's respect for Vietnamese coffee culture reflects the dignity of people and their traditions; the brand seeks to honor rather than displace what Vietnamese consumers value. These principles carry costs, such as paying farmers above market prices and limiting promotional claims, but they also build the trust on which a premium brand depends, so that faithfulness and good business point in the same direction.

Conclusion

Vietnam offers Cascade Cold Brew a large, growing and coffee-loving market, a supply of high-quality beans and a young urban population open to new products. The challenges are real: strong local competitors, price-sensitive consumers and national pride in Vietnamese coffee. This plan addresses them by positioning the product as a new way to enjoy Vietnamese coffee, adapting its taste and packaging while keeping a consistent brand, pricing it as an accessible premium product, reaching customers through the channels they already use and entering through contract production and a local distributor that limit investment while protecting the recipe and brand. A pilot in Ho Chi Minh City will test the plan's assumptions before expansion. If the targets are met, the company can expect to reach break-even in its second year and to build a profitable business that strengthens its brand and its relationships with Vietnamese farmers.

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