Supporting innovations in coffee marketing

Selling products within local markets reduces lead times and logistics costs, and can be profitable even with lower production volumes. It also reduces the risk of global price volatility. This makes it a viable option for coffee producers in Bolivia.

The Forest and Farm Facility (FFF) has provided technical support to three coffee-producing organisations in the Yungas region of western Bolivia to help improve their members’ businesses and plan innovative local marketing strategies:

CELCCAR (Central Local de Cooperativas Agropecuarias Caranavi – Local Centre of Agricultural Cooperatives Caranavi) brings together eight coffee cooperatives, comprising more than 240 members
CIAPEC (Cooperativa Integral Agrícola de Productores Ecológicos – Comprehensive Agricultural Cooperative of Organic Producers) has more than 300 producer members, mainly migrants of Aymara origin. It exports to Belgium and Germany, and
ASOCAFÉ (Coffee Growers Association of Taipiplaya – Asociación de Caficultores de Taipiplaya) has 190 members, most of which produce certified organic coffee. It exports to Belgium. The organisation has identified the need to help its members diversify their markets and gain access to the national market.

Forest and Farm Facility activities

Since 2024, CELCCAR has been committed to promoting local coffee consumption by establishing coffee shops. With technical and financial assistance from FFF, CELCCAR has expanded its coffee shops and developed new coffee-based beverages using products produced by its members, such as citrus fruits and honey.

CELCCAR has also established a business unit and developed business plans, initial capital and monitoring mechanisms to support the launch of seven new businesses by affiliated cooperatives. For example, it has provided materials and supplies so the Uyunense and Colmena cooperatives can open coffee shops in their communities, with monthly sales of approximately 2,000 Bolivianos each.

With FFF support, CIAPEC has received technical assistance to implement regulations and resources to obtain permits, develop its own brand and secure a contract with the Bolivian Food Company (Empresa Boliviana de Alimentos). In early 2024, it signed a contract for 300kg every six months and currently sells up to three tonnes every two months.

In early 2025, the FFF supported ASOCAFÉ to launch a call for applications to provide training in coffee tasting and roasting. This initiative had 25 participants, including many women and young people. A roaster and tasting equipment were purchased to improve product quality and generate income by selling value-added products. The organisation provides roasting services to its members, which sell coffee directly to shops and consumers in La Paz.

Significance of impact

These initiatives have all enabled the organisations to improve the quality of their products and sell to the local market, reducing logistical costs and price volatility risks from selling internationally. It also enables the organisations to meet the local demand for high-quality Bolivian coffee.

Engaging young people in coffee tasting and the coffee value chain also improves their skills and livelihoods, and helps to preserve traditional knowledge of agroforestry systems used to cultivate local coffee varieties.

Conclusion

The three organisations are using innovative strategies to add value to Bolivian coffee and sell to the local market at a good price, reducing logistical costs and meeting new local demand. This enables a new generation of producers to expand their markets.

Supporting innovations in coffee marketing

Forest and Farm Facility activities

Significance of impact

Conclusion

Further reading