Dutch Bros Coffee: Strategic Market Entry and Pricing in Australia

This report provides an analysis of the recommended international market entry strategy for Dutch Bros Coffee as it considers expanding into the Australian market. It suggests that franchising is a more suitable approach than a joint venture due to Dutch Bros' limited brand recognition and financial resources. The report highlights the benefits of franchising, such as lower costs and the ability to leverage local market knowledge. Additionally, the report recommends a pricing strategy that combines psychological and competitive pricing to attract customers and establish a market presence. The analysis also considers the failure of Starbucks in Australia as a cautionary tale, emphasizing the importance of understanding local preferences. The report concludes that franchising allows Dutch Bros to grow steadily and establish a strong market position before making significant investments. This document is available on Desklib, a platform offering study tools and resources for students.

Running head: INTERNATIONAL MARKETING
International marketing
Name of the student
Name of the university
Author note

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Franchising over joint venture
It is recommended that Dutch Bros should follow the franchising entry mode strategy
over joint venture due to the reason that Dutch Bros is not having enough brand value and
identity in the Australian region. On the other hand, Dutch Bros is having presence in the
American market but they are no near to other established global brands. Thus, it will be more
effective for them if they go defensive in their international business strategy. One of the major
challenges for Dutch Bros in their international business strategy is not having enough financial
resources (Nijmeijer, Fabbricotti & Huijsman, 2014). In this case, joint venture strategy will not
be fruitful due to the reason that a good amount of investment is required along with the
partnered firm in doing business in Australia. However, on the other hand, in the case of
franchising, major cost will be borne by the franchisee and not by the franchisor (Lee et al.,
2015). Thus, Dutch Bros will incur less cost in doing business in Australia.
It should also be noted that with the help of franchising, Dutch Bros will be able to tap
the local market trend and needs effectively. This is due to the reason that in the case of
franchising, franchisee will be from the local market and they will be more knowledgeable
towards the taste and preference pattern of the local customers (Dant & Grunhagen, 2014). Thus,
the service can be delivered accordingly and customer satisfaction will be at a higher level. It can
be concluded that the major shortcomings of Dutch Bros including their financial shortage and
shortage of global business experience can be mitigated with the help of franchising entry mode.
Another major reason for not opting for joint venture strategy is the failure of Starbucks in the
Australian market by going big. It is reported that in 2000, Starbucks invested huge capital in the
Australian market and opened a good number of stores across the country. However, not
determining the local taste and preference pattern such as offering sweeter coffee than the

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preferred level of the Australian caused non-acceptance among the customers. This caused loss
for Starbucks in millions.
This incident denotes that just investing in big will not help in succeeding in the
Australian market and effective determination of the local market preferences is important also.
In this case, it is recommended that Dutch Bros should not take the risk of big investment
through joint venture because they may not absorb the loss as faced by Starbucks. They should
play safe by investing through the franchising entry mode strategy and cater to the Australian
market in small basis (Michael, 2014). Even though, Dutch Bros will have less control on their
Australian operation if franchising is initiated and they will have less profitability but still they
can grow their presence steadily in the Australian market. This can help them in establishing
their market position and brand identity prior to investing heavily in the country.
Pricing strategy
It is recommended that Dutch Bros will initiate psychological and competitive pricing
strategy in targeting their customers in the Australian market. With the help of competitive
pricing strategy, the price of the products of Dutch Bros will be kept as per to the industry
standards and will be offered in most competitive manner. This will help Dutch Bros to attract
the customers by affordable and aggressive pricing and Dutch Bros will also enjoy the price
leadership over their competitors (Leonidou et al., 2013). This strategy will cause lower
profitability for Dutch Bros but the sales volume will be more and it is important for them to
enhance their market presence in Australia. On the other hand, psychological pricing strategy
will also be initiated by Dutch Bros to create the favorable customer recall towards their brand.
Charm pricing will be included to attract the customers. For instance, a cup of regular

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cappuccino will be offered as AUD 3.99 rather than offering at AUD 4.00. This is will create a
favorable mindset among the customers and will help to attract them.
Discounted or differential pricing strategy will also be initiated by Dutch Bros. This
refers to the process of offering products at discounted rates along with stating the original price
(Liozu & Hinterhuber, 2013). In this case, it may be the case that the products are not being
offered at a discounted rate but portraying it as a discount by increasing the original price will
create positive recall value among the customers and will help in increasing the sales volume.

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Reference
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Lee, Y. K., Kim, S. H., Seo, M. K., & Hight, S. K. (2015). Market orientation and business
performance: Evidence from franchising industry. International Journal of Hospitality
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Leonidou, L. C., Leonidou, C. N., Fotiadis, T. A., & Zeriti, A. (2013). Resources and capabilities
as drivers of hotel environmental marketing strategy: Implications for competitive
advantage and performance. Tourism Management, 35, 94-110.
Liozu, S. M., & Hinterhuber, A. (2013). Pricing orientation, pricing capabilities, and firm
performance. Management Decision, 51(3), 594-614.
Michael, S. C. (2014). Can franchising be an economic development strategy? An empirical
investigation. Small business economics, 42(3), 611-620.
Nijmeijer, K. J., Fabbricotti, I. N., & Huijsman, R. (2014). Making franchising work: A
framework based on a systematic review. International Journal of Management
Reviews, 16(1), 62-83.