The present article aims to discuss some the organizational and institutional aspects that
have became the basis for the development of coffee as a non-commodity product in
Brazil. It is expected that due to new patterns of coffee consumption, a new strategy
permits the competitive reinsertion of Brazilian coffee into the international markets.
The suggested methods, interviews to the driving stakeholders and observation of the
respective networking systems, are applied in the different stages of the supply chain in
order to demonstrate that the production conditions are imposing specific strategic
interrelationships between the roasting and the grinding industry and among the several
intervenient actors. It is observed that most of such processes take place within a new
context of competition where innovation, segmentation and product differentiation are
more important factors for the international market than cost and price reductions, thus
thereby demanding a serious redefinition the companies’ strategy dynamics.Fundação para a Ciência e Tecnologi
