Farmer Bros. Co. (FARM): Canvas del Modelo de Negocio [Actualizado en Ene-2025]

En el mundo dinámico de la distribución del café, Farmer Bros. Co. (Farm) surge como una potencia estratégica, transformando la forma en que las empresas de servicios de alimentos obtienen un café premium. Su lienzo de modelo de negocio meticulosamente elaborado revela un enfoque sofisticado que va más allá del mero comercio de frijoles, ofreciendo un ecosistema integral de soluciones de café que satisfacen diversas necesidades de la industria. Desde el abastecimiento global hasta las técnicas de tostado innovadoras y la atención al cliente personalizada, Farmer Bros. navega por el complejo paisaje de café con precisión, ofreciendo productos de café de alta calidad y de origen sostenible que alimentan restaurantes, cafeterías y establecimientos de hospitalidad en todo el país.

Farmer Bros. Co. (Farm) - Modelo de negocios: asociaciones clave

Proveedores de granos de café de regiones agrícolas globales

A partir de 2024, Farmer Bros. Co. obtiene granos de café de múltiples regiones globales con las siguientes asociaciones clave:

Región	Proveedores principales	Volumen anual (libras)
Colombia	Exportadora de Café Pérgamino S.A.	2.3 millones
Brasil	Cooperativa Regional de Cafeicultores	3.7 millones
Etiopía	OROMIA Coffee Farmers Cooperative Union	1.5 millones

Redes de distribución y socios de logística

Farmer Bros. Co. mantiene asociaciones de logística estratégica con:

• C.H. Robinson Worldwide Inc.
• XPO Logistics Inc.
• Ryder System Inc.

Detalles financieros de la sociedad logística:

Pareja	Valor de contrato de logística anual	Cobertura geográfica
C.H. Robinson	$ 18.5 millones	Nacional
Logística XPO	$ 22.3 millones	Estados Unidos occidental

Fabricantes de equipos de servicio de alimentos

Las asociaciones de fabricación de equipos clave incluyen:

• Corporación Bunn-o-Matic
• Wilbur Curtis Company
• Fetco Inc.

Proveedores de tecnología de embalaje y tostado

Detalles de la asociación tecnológica:

Proveedor de tecnología	Tipo de tecnología	Inversión anual
Probat Burns Inc.	Equipo de tostado	$ 3.2 millones
Corporación aérea sellada	Soluciones de embalaje	$ 1.7 millones

Distribuidores de alimentos al por mayor

Asociaciones principales de distribución al por mayor:

Distribuidor	Volumen de ventas anual	Segmento de mercado
Sysco Corporation	$ 47.6 millones	Restaurantes/hospitalidad
Us Foods Holding Corp	$ 35.2 millones	Catering institucional

Farmer Bros. Co. (Farm) - Modelo de negocio: actividades clave

Abastecimiento y adquisición de granos de café

Farmer Bros. Co. obtiene granos de café de múltiples regiones globales, con un volumen de adquisición anual de aproximadamente 100 millones de libras de granos de café verde.

Región de abastecimiento	Porcentaje de adquisiciones totales
América Latina	45%
África	25%
Asia Pacífico	30%

Tostado y procesamiento de café

La compañía opera 3 instalaciones de tostado primario ubicado en:

• Northlake, Texas
• Modesto, California
• Kansas City, Missouri

Instalación	Capacidad de tostado anual
Northlake	40 millones de libras
Modesto	35 millones de libras
Ciudad de Kansas	25 millones de libras

Desarrollo de productos e innovación

La inversión anual de I + D de $ 2.3 millones se centró en desarrollar nuevas mezclas de café y soluciones de bebidas.

Distribución al por mayor a restaurantes y cafés

Distribuye a aproximadamente 35,000 clientes de servicio de alimentos en los Estados Unidos.

Segmento de clientes	Porcentaje de distribución
Restaurantes	60%
Cafés	25%
Otro servicio de alimentos	15%

Control de calidad y gestión de inventario

Mantenimiento $ 45 millones en inventario con sofisticados sistemas de seguimiento.

• Los controles de control de calidad se realizan en 5 etapas críticas de producción
• Relación de rotación de inventario de 4.2 veces al año
• Capacidad promedio de almacenamiento del almacén: 15 millones de libras de café verde y tostado

Farmer Bros. Co. (Farm) - Modelo de negocio: recursos clave

Extensas instalaciones de tostado de café

Farmer Bros. Co. opera múltiples instalaciones de tostado de café en los Estados Unidos. A partir de 2023, la compañía mantiene un total de 4 instalaciones de tostado primarias ubicadas en:

• Northlake, Texas
• San Antonio, Texas
• Modesto, California
• Kansas City, Missouri

Ubicación de la instalación	Hoques cuadrados totales	Capacidad de tostado anual
Northlake, TX	185,000 pies cuadrados	75 millones de libras/año
San Antonio, TX	132,000 pies cuadrados	55 millones de libras/año
Modesto, CA	160,000 pies cuadrados	65 millones de libras/año
Kansas City, MO	140,000 pies cuadrados	60 millones de libras/año

Técnicas de mezcla de café patentadas

Farmer Bros. Co. se ha desarrollado 17 formulaciones de mezcla de café patentadas que están registrados en la Oficina de Patentes y Marcas de los Estados Unidos.

Redes de cadena de suministro establecidas

La compañía mantiene relaciones de abastecimiento directo con productores de café en:

• Brasil (42% del abastecimiento de café verde)
• Colombia (22% de abastecimiento de café verde)
• Guatemala (18% del abastecimiento de café verde)
• Honduras (12% del abastecimiento de café verde)
• Otras regiones (6% del abastecimiento de café verde)

Fuerza laboral hábil

Categoría de empleado	Número total	Tenencia promedio
Total de empleados	1,200	8.5 años
Especialistas en tostado	175	12.3 años
Expertos de control de calidad	85	10.7 años

Equipo avanzado de procesamiento de café

Tipo de equipo	Cantidad	Inversión total
Tostadores industriales	12 unidades	$ 8.4 millones
Máquinas de embalaje	18 unidades	$ 5.6 millones
Sistemas de control de calidad	9 unidades	$ 3.2 millones

Farmer Bros. Co. (Farm) - Modelo de negocio: propuestas de valor

Productos de café tostados de alta calidad

Farmer Bros. Co. produce aproximadamente 140 millones de libras de café anualmente. La compañía mantiene un Capacidad de tostado de 180 millones de libras por año.

Categoría de productos de café	Volumen de producción anual	Rango de precios promedio
Café de frijoles enteros	52 millones de libras	$ 8.50 - $ 12.75/libra
Café molido	68 millones de libras	$ 6.25 - $ 9.50/libra
Mezclas de café especializados	20 millones de libras	$ 10.75 - $ 15.25/libra

Soluciones de café personalizadas para la industria de servicios de alimentos

Farmer Bros. sirve a más de 50,000 clientes de servicios de alimentos en todo el país, con un Cartera de productos especializada dirigida a restaurantes, cafeterías e instituciones.

• Perfiles de tostado personalizados
• Programas de café de etiqueta privada
• Opciones de embalaje a granel
• Soluciones de equipos de elaboración de cerveza

Amplia gama de mezclas de café y perfiles de sabor

La compañía ofrece más de 100 mezclas de café únicas, que incluyen:

Categoría de mezcla	Número de variantes	Regiones de origen
Origen único	25 variantes	América Latina, África, Asia
Mezclas de firma	40 variantes	Composiciones de múltiples regiones
Certificado orgánico	15 variantes	Regiones certificadas globales

Distribución mayorista confiable y eficiente

Farmer Bros. opera 7 centros de distribución En todo Estados Unidos, cubriendo aproximadamente 1,2 millones de pies cuadrados de espacio de almacenamiento.

• Capacidades de entrega del día siguiente
• Sistemas de gestión de inventario avanzado
• Logística controlada por temperatura
• Envío directo al cliente

Ofertas de café sostenibles y de origen ético

A partir de 2024, Farmer Bros. obtiene aproximadamente el 35% de su café a través de programas de certificación de comercio directo y sostenibilidad.

Certificación de sostenibilidad	Porcentaje de abastecimiento total	Programas de apoyo a los agricultores
Certificado de comercio justo	22%	Iniciativas de desarrollo comunitario
Certificado orgánico	15%	Conservación ambiental
Alianza de la selva tropical	13%	Programas de capacitación de agricultores

Farmer Bros. Co. (Farm) - Modelo de negocios: relaciones con los clientes

Asociaciones B2B a largo plazo con clientes de servicios de alimentos

A partir del cuarto trimestre de 2023, Farmer Bros. Co. mantuvo 37,500 cuentas activas de clientes B2B en segmentos de servicios de restaurantes, hospitalidad y alimentos institucionales. Los ingresos totales de B2B para 2023 fueron de $ 362.4 millones.

Segmento de clientes	Número de cuentas	Ingresos anuales
Restaurantes	22,100	$ 215.6 millones
Hospitalidad	8,900	$ 86.3 millones
Clientes institucionales	6,500	$ 60.5 millones

Equipo de atención al cliente dedicado

Farmer Bros. opera un Centro de atención al cliente 24/7 con 87 representantes de apoyo dedicados. El tiempo de respuesta promedio es de 12 minutos para las consultas de los clientes.

Servicios de consulta de café personalizados

• Servicios de consulta de café de cortesía ofrecidos al 65% de los clientes B2B
• Duración de consulta promedio: 2.5 horas
• Desarrollo de mezcla personalizada para 412 perfiles de cliente únicos en 2023

Capacitación y demostraciones de productos regulares

En 2023, Farmer Bros. realizó 1.247 sesiones de capacitación de productos en el sitio en 42 estados, llegando a 3.685 representantes de clientes.

Tipo de entrenamiento	Número de sesiones	Los participantes llegaron
Demostraciones en el sitio	892	2,643
Entrenamiento virtual	355	1,042

Plataformas de gestión de cuentas y pedidos en línea

Estadísticas de plataforma digital para 2023:

• El 85% de los clientes B2B utilizan activamente el sistema de pedidos en línea
• Transacciones digitales mensuales promedio: 24,300
• Valor de transacción de plataforma digital total: $ 98.7 millones

Farmer Bros. Co. (Farm) - Modelo de negocios: canales

Equipo de ventas directas

A partir de 2022, Farmer Bros. Co. mantiene un equipo de ventas directo dedicado centrado en los mercados de servicios de café y alimentos B2B. El equipo de ventas cubre aproximadamente 44 centros de distribución en los Estados Unidos.

Métrico de canal de ventas	Datos 2022
Representantes de ventas totales	175
Cobertura de territorio promedio	3-5 estados por representante
Ingresos anuales del equipo de ventas	$ 374.2 millones

Redes de distribución de alimentos al por mayor

Farmer Bros. opera extensos canales de distribución al por mayor dirigidos a múltiples segmentos de mercado.

• Restaurantes
• Industria hotelera
• Tiendas de conveniencia
• Proveedores de servicios de alimentos institucionales

Canal de distribución	Penetración del mercado
Restaurantes	62% del volumen mayorista total
Hospitalidad	18% del volumen mayorista total
Tiendas de conveniencia	12% del volumen mayorista total
Proveedores institucionales	8% del volumen mayorista total

Plataforma de comercio electrónico en línea

Farmer Bros. ofrece compras directas en línea a través de su sitio web oficial, dirigido a empresas pequeñas a medianas.

Métrica de rendimiento del comercio electrónico	Datos 2022
Volumen de ventas en línea	$ 42.3 millones
Sitio web Visitantes mensuales únicos	87,500
Valor de pedido en línea promedio	$625

Marketing de eventos de ferias comerciales y de la industria

Farmer Bros. participa activamente en eventos de la industria para expandir el alcance del mercado y exhibir las ofertas de productos.

• Espectáculo de la Asociación Nacional de Restaurantes
• Eventos de la Asociación Internacional de Fabricantes de Servicios de Alimentos
• Conferencias regionales de café y hospitalidad

Métrica de marketing de eventos	Datos 2022
Total de ferias comerciales a la que asistieron	12
Nuevos clientes potenciales generados	423
ROI de marketing de eventos estimado	8.5%

Marketing digital y presencia en las redes sociales

Farmer Bros. mantiene estrategias activas de marketing digital en múltiples plataformas.

Canal digital	Métricas de seguidor/compromiso
LinkedIn	24,500 seguidores
Instagram	15,300 seguidores
Facebook	31,200 seguidores
Gasto publicitario digital	$ 1.2 millones anualmente

Farmer Bros. Co. (Farm) - Modelo de negocio: segmentos de clientes

Restaurantes y cafés

Farmer Bros. atiende a 105,000 clientes activos de restaurantes y cafés en los Estados Unidos a partir de 2023. La compra promedio de café anual por cliente es de $ 4,237.

Tipo de cliente	Número de clientes	Compra anual promedio
Restaurantes de servicio completo	42,500	$5,120
Restaurantes de servicio rápido	62,500	$3,350

Establecimientos de la industria hotelera

Farmer Bros. suministra café a 37,500 clientes de la industria de la hospitalidad, incluidos hoteles, resorts y centros de conferencias.

• Hoteles con más de 100 habitaciones: 22,000 clientes
• Hoteles boutique: 8,500 clientes
• Propiedades del resort: 7,000 clientes

Proveedores de servicios de alimentos institucionales

Los clientes institucionales representan el 25% de Farmer Bros. ' Total de la base de clientes, con 52,000 cuentas activas en 2023.

Segmento institucional	Número de clientes
Instalaciones de atención médica	18,500
Instituciones educativas	23,000
Cafeterías corporativas	10,500

Cafeterías y cafés independientes

Las cafeterías independientes constituyen 30,000 clientes activos para Farmer Bros., con una compra anual promedio de $ 6,750.

Empresas de servicios de alimentos especializados

Las empresas de servicios de alimentos especializados representan 15,000 clientes, incluidos servicios de catering, supermercados y proveedores de alimentos gourmet.

Segmento especializado	Número de clientes
Servicios de catering	6,500
Tendero especializado	5,000
Proveedores de alimentos gourmet	3,500

Farmer Bros. Co. (Farm) - Modelo de negocio: Estructura de costos

Gastos de adquisición de granos de café

A partir del año fiscal 2023, Farmer Bros. Co. reportó compras totales de café verde de $ 99.8 millones. La compañía obtiene granos de café de múltiples regiones globales, que incluyen:

Región	Porcentaje de adquisición
América Latina	52%
África	24%
Asia/Pacífico	24%

Costos operativos de fabricación y tostado

Los gastos de fabricación operativos para el año fiscal 2023 totalizaron $ 43.2 millones, lo que incluye:

• Mantenimiento del equipo: $ 6.5 millones
• Costos operativos de la instalación: $ 12.7 millones
• Gastos laborales: $ 24 millones

Gastos de distribución y logística

Los costos de distribución para Farmer Bros. Co. en 2023 ascendieron a $ 37.5 millones, con el siguiente desglose:

Canal de distribución	Costo
Transporte de camiones	$ 22.3 millones
Almacenamiento	$ 9.2 millones
Embalaje	$ 6 millones

Inversiones de investigación y desarrollo

Los gastos de I + D para Farmer Bros. Co. en el año fiscal 2023 fueron de $ 4.6 millones, centrados en:

• Desarrollo de nuevos productos
• Mejoras de tecnología de elaboración de cerveza
• Iniciativas de sostenibilidad

Gastos generales de marketing y ventas

Los gastos de marketing y ventas para 2023 totalizaron $ 28.7 millones, que incluyen:

Categoría de marketing	Gasto
Marketing digital	$ 8.3 millones
Presencia de la feria comercial	$ 5.4 millones
Compensación del equipo de ventas	$ 15 millones

Farmer Bros. Co. (Farm) - Modelo de negocio: flujos de ingresos

Venta de productos de café al por mayor

Para el año fiscal 2023, Farmer Bros. Co. reportó ventas netas totales de $ 369.1 millones. Las ventas de productos de café al por mayor representaron el flujo de ingresos principal, con canales de distribución clave que incluyen:

Segmento de clientes	Porcentaje de ventas	Valor de ingresos
Restaurantes	42%	$ 155.0 millones
Hospitalidad	28%	$ 103.3 millones
Tiendas de conveniencia	18%	$ 66.4 millones
Otro servicio de alimentos	12%	$ 44.3 millones

Contratos de mezcla de café personalizados

Los contratos de mezcla de café personalizado generaron aproximadamente $ 45.6 millones en ingresos para 2023, lo que representa el 12.4% de las ventas totales.

Ventas de equipos y accesorios

Las ventas de equipos y accesorios contribuyeron con $ 22.8 millones a los ingresos de la compañía en 2023, con categorías clave de productos que incluyen:

• Cerveceros de café comerciales
• Máquinas de espresso
• Molinillos de café
• Equipo de dispensación de bebidas

Servicios de consultoría y capacitación

Los servicios de consultoría y capacitación profesional generaron $ 8.7 millones en ingresos para 2023, centrándose en:

• Técnicas de preparación del café
• Mantenimiento del equipo
• Programas de capacitación de barista

Modelos de entrega de café basados ​​en suscripción

En 2023, el modelo de entrega de café basado en suscripción generó $ 15.2 millones en ingresos recurrentes, con los siguientes niveles de suscripción:

Nivel de suscripción	Precio mensual	Suscriptores estimados
Basic	$49.99	8,500
De primera calidad	$79.99	3,200
Empresa	$149.99	1,100

Farmer Bros. Co. (FARM) - Canvas Business Model: Value Propositions

You're looking at the core value Farmer Bros. Co. (FARM) delivers to its business customers, which is built around being a comprehensive partner, not just a supplier. This means they offer a full-service beverage solution that bundles the product, the necessary equipment, and the ongoing service support.

This end-to-end approach is a major differentiator. The company handles the details of installing, restocking, and equipment upkeep through services like the Revive Service network, which provides 24/7 expert technical support and on-site repair for coffee, tea, and juice equipment. This service capability is a key component in their customer retention efforts.

The value proposition extends into extensive beverage planning and culinary product offerings. Farmer Bros. Co. creates customized beverage programs from start to finish, using local coffee experts to meet the nuanced needs of various operations. Beyond coffee and tea, the company manufactures and distributes approximately 300 other foodservice items used by restaurants and other establishments.

Here's a look at the product breadth and the financial payoff from recent strategic moves:

Value Component	Metric/Detail	Fiscal 2025 Data Point
Product Portfolio Breadth	Number of other foodservice items distributed	Approximately 300
Financial Performance	Full Year Fiscal 2025 Gross Margin	43.5%
Pricing Impact	Gross Margin Improvement (Basis Points)	420 basis points year-over-year
Financial Performance	Q4 Fiscal 2025 Gross Margin	44.9%
Financial Performance	Fiscal 2025 Net Sales	$342.3 million

A significant part of the value delivered is the improved gross margins of 43.5% in fiscal 2025, which the company realized partly through pricing actions. This full-year margin compares to 39.3% in fiscal 2024. The company also saw a more than $14 million year-over-year improvement in adjusted EBITDA for fiscal 2025.

Farmer Bros. Co. supports this with a diverse brand tiers strategy, allowing them to meet customers across the entire coffee spectrum. This structure was enhanced by completing brand pyramid and coffee SKU rationalization initiatives.

• Traditional Tier Offerings
• Premium Tier Offerings
• New Specialty Tier: Sum>One Coffee Roasters

The introduction of the new specialty brand Sum>One Coffee is a direct response to consumer gravitation toward more exotic and specialty style beverages. This brand launched in March 2025 and currently offers eight unique coffee blends, focusing on direct-trade relationships. The company aims to truly meet customers wherever they are across the coffee spectrum with these traditional, premium, and specialty tiered options.

Farmer Bros. Co. (FARM) - Canvas Business Model: Customer Relationships

Farmer Bros. Co. supports its customer base through a high-touch, dedicated service model built around its national direct-store-delivery (DSD) network. This network is crucial for product delivery and service execution across its diverse customer segments. The company formally strengthened its customer service efforts by fully reintegrating its Revive services team back into the field operations organization following fiscal 2025. Revive is home to one of the largest coffee service networks in the country, providing installation, maintenance, repair, and restoration services for coffee, tea, and other beverage equipment. Emphasizing and investing in this refurbishment capability allowed Farmer Bros. Co. to make significant reductions in Capital Expenditures related to brewing equipment expenditures, a key part of their value proposition to customers.

The commitment to high-touch service is evident in the differentiated approach for various customer types. Farmer Bros. Co. creates detailed beverage plans and provides white-glove service to small independent owners and foodservice operators, as well as large institutional chains and franchises. This service model is a key differentiator, as showcased by a partnership with Eurest to develop a premium coffee program utilizing this white-glove DSD service. The company is focused on strengthening its customer retention efforts as it aims for top-line revenue growth and increased coffee volumes in fiscal 2026.

Service Component	Customer Type Focus	Key Metric/Goal
DSD Network Execution	All Customers	Distribution of coffee, tea, and allied products
Equipment Service & Refurbishment	All Customers	Installation, maintenance, repair, and restoration via Revive team; key to customer retention.
Detailed Beverage Planning	Small Independents & Foodservice Operators	White-glove service delivery.
Premium Program Development	Large Institutional Chains (e.g., Eurest partnership)	Showcasing white-glove DSD service model.

Despite these efforts, the company faced headwinds; for example, in the second quarter of fiscal 2025, management acknowledged challenges with customer attrition and an 8% year-over-year decline in coffee volumes. The full fiscal year 2025 net sales reached $342.3 million, with the fourth quarter at $85.1 million. The company is working to reverse volume declines, as evidenced by the Q1 fiscal 2026 update where management stated they will remain focused on driving top line revenue and customer growth in 2026.

To support these customer-facing activities and drive retention, Farmer Bros. Co. upgraded its technology infrastructure. Specifically, the company spent much of 2025 focused on improving its technology platforms and systems. This included the completion of an upgrade of all hardware for route sales representatives and the Revive team members. Furthermore, Farmer Bros. Co. launched a new CRM tool in early fiscal 2025, which is providing the organization with better customer analytics. These technology upgrades were designed to enhance digital marketing efforts, customer service, and behavior tracking capabilities.

The focus on service and technology is reflected in operational metrics and leadership alignment:

• The company formally separated Sales and Field Operations responsibilities in late 2025, leading to heightened focus and improved execution in each area.
• Full fiscal year 2025 gross margins were 43.5%, up 420 basis points year-over-year.
• Q4 2025 gross margin peaked at 44.9%.
• The company achieved an adjusted EBITDA of $14.8 million for the full fiscal year 2025.

If onboarding takes 14+ days, churn risk rises, which is why the DSD and Revive integration is so critical for immediate customer support. Finance: draft 13-week cash view by Friday.

Farmer Bros. Co. (FARM) - Canvas Business Model: Channels

You're looking at how Farmer Bros. Co. gets its products-coffee, tea, and culinary items-into the hands of its diverse customer base as of late 2025. The channel strategy is clearly a hybrid, leaning heavily on its physical distribution assets while using partners for the long haul.

National Direct Store Distribution (DSD) network

The core of Farmer Bros. Co.'s physical reach is its Direct Store Distribution (DSD) network. This is where the company uses its own fleet of trucks and vehicles to deliver products directly to customer locations, often making sales "off-truck" right there on site. As of June 30, 2025, this network spanned over 200 delivery routes across the nation. This direct control over the 'last mile' is a key differentiator, especially for the premium coffee programs they offer, like the one developed with Eurest. The infrastructure supporting this includes over 90 storage locations as of that same date. Honestly, maintaining this physical footprint is a major operational undertaking.

Here's a quick look at how the overall sales performance related to volume and pricing in fiscal 2025:

Channel Metric	Value/Detail (as of June 30, 2025)
Total Net Sales (FY 2025)	$342.3 million
DSD Delivery Routes	Over 200
Storage Locations	Over 90
Unit Sales Change (FY 2025 vs FY 2024)	-12.3%
Average Unit Price Change (FY 2025 vs FY 2024)	+14.5%

Wholesale distribution to large institutional buyers and chains

The wholesale aspect of the business serves a wide spectrum of customers, which is where the volume often lies. Farmer Bros. Co. delivers extensive beverage planning services and culinary products to these larger accounts. You'll find their products reaching:

• Restaurant, department and convenience store chains.
• Hotels and casinos.
• Healthcare facilities.
• Gourmet coffee houses.
• Grocery chains with private brand and consumer-branded coffee and tea products.

The company noted that allied products, which include spices and mixes, made up half of sales in Q2 fiscal 2025, acting as a buffer against volume declines in coffee.

3PL providers for long-haul and non-DSD deliveries

While the DSD network handles local and regional delivery, Farmer Bros. Co. doesn't try to do everything themselves. They specifically rely on 3PL service providers for their long-haul distribution needs. This outsourcing of the long-distance transport helps manage the capital expenditure tied up in a massive, dedicated long-haul fleet. This is a pragmatic approach to covering the entire United States efficiently.

Direct sales force targeting enterprise customers

The direct sales effort is clearly focused on securing and managing those larger, enterprise-level relationships. The company enhanced its leadership in this area in early 2025, adding Brian Miller as Vice President of Sales and promoting Travis Young to vice president of field operations. This signals a concentrated effort to drive top-line revenue growth and strengthen customer retention, especially important given the reported 8% year-over-year decline in coffee volumes in Q2 fiscal 2025. The sales force is tasked with selling the full portfolio, including the newly rationalized brand pyramid and the new specialty tier coffee brand, Sum>One Coffee Roasters.

The direct sales team's focus areas include:

• Business development for new large accounts.
• Operational optimization within existing key accounts.
• Driving adoption of new product lines following SKU rationalization.

Finance: draft 13-week cash view by Friday.

Farmer Bros. Co. (FARM) - Canvas Business Model: Customer Segments

Farmer Bros. Co. serves a broad base of commercial customers, operating as a roaster, wholesaler, equipment servicer, and distributor of coffee, tea, and allied products.

The customer base is diverse, ranging from small, single-location operations to large, multi-site enterprises. This mix is critical because the company experienced a 10% decline in coffee volumes during fiscal year 2025, alongside a 12.3% decrease in unit sales, even as net sales grew slightly to $342.3 million for the full year. This suggests volume contraction across key segments.

The primary customer groups Farmer Bros. Co. targets include:

• Foodservice operators (independent restaurants and large chains)
• Institutional buyers (Healthcare, Education, Gaming, Hospitality)
• Grocery chains for private label and branded retail products
• Convenience store chains and gourmet coffee houses

The foodservice channel, which includes independent restaurants and large chains, is a core focus, with the company emphasizing efforts to aggressively engage and activate its Direct Store Delivery (DSD) network to enhance penetration.

A specific development in the coffee house segment is the announced partnership with Eurest in the first quarter of fiscal 2026, which involves the opening of the company's 50 Sum>One Coffee Roasters-branded cafes across the country. This aligns with the fiscal 2025 launch of the specialty coffee brand, Sum>One Coffee.

Here is a breakdown of the customer segments and related operational metrics:

Customer Segment Category	Specific Examples Mentioned	Relevant Financial/Statistical Data Point
Foodservice Operators	Small independent restaurants, large restaurant chains	Coffee volumes declined by 10% in fiscal 2025
Institutional Buyers	Hotels, casinos, healthcare facilities	Fiscal 2025 Net Sales totaled $342.3 million
Retail/Grocery	Grocery chains (for private label and branded products)	Unit sales decreased by 12.3% in fiscal 2025
Specialty/Convenience	Gourmet coffee houses, convenience store retailers	Announced partnership to open 50 Sum>One Coffee Roasters-branded cafes (Q1 FY2026)

The company also serves foodservice distributors as part of its distribution network. The overall business is structured around one operating segment, serving this wide variety of customers.

Farmer Bros. Co. (FARM) - Canvas Business Model: Cost Structure

You're looking at the major drains on Farmer Bros. Co.'s bottom line for fiscal 2025. Honestly, managing these costs is central to their strategy, especially given the commodity volatility they face.

Cost of Goods Sold (COGS), pressured by rising green coffee prices

While the search results don't give the absolute COGS dollar amount for fiscal 2025, we can see the outcome of their cost management efforts in the gross margin. Farmer Bros. Co. managed to push their full-year gross margin up to 43.5% in fiscal 2025, a significant jump from 39.3% in fiscal 2024. This improvement came from a proactive pricing strategy implemented across their network, which helped them stay ahead of commodity challenges, though they anticipate continued pressure on gross margin into fiscal 2026. The SKU rationalization initiative also helped improve procurement and inventory management, which directly impacts COGS.

Operating expenses of $150.4 million in fiscal 2025

For the full fiscal year 2025, the reported operating expenses reached $150.4 million, up from $136.1 million in fiscal 2024. It's important to note that this $14.3 million increase was almost entirely due to fewer asset disposals-specifically, fewer branch sales-resulting in a $20.2 million decrease in net gains related to asset sales. If you exclude those net gains/losses from asset disposals, the underlying operating expenses actually decreased by $6 million, or 190 basis points as a percentage of net sales, reflecting progress in the Selling, General, and Administrative (SG&A) cost structure.

Here's a quick look at some key financial metrics impacting the cost side for the full fiscal year 2025:

Metric	Fiscal 2025 Amount	Fiscal 2024 Amount
Total Operating Expenses	$150.4 million	$136.1 million
Gross Margin Percentage	43.5%	39.3%
Net Sales	$342.3 million	$341.1 million

DSD network operating costs (labor, fleet maintenance, fuel)

Farmer Bros. Co. relies on its large direct store delivery (DSD) network for distribution. While specific dollar figures for the DSD labor, fleet maintenance, and fuel components of operating expenses aren't broken out in the summary data, the company has been focused on optimization efforts. Their cost structure includes significant variable costs associated with this physical distribution model. You should expect these elements to be major components of their selling expenses:

• Labor costs for the DSD route personnel.
• Fleet maintenance expenses for their large truck fleet.
• Fuel costs for daily distribution and delivery routes.

Substantial lease and pension liabilities

You definitely need to keep an eye on non-operating expenses tied to long-term obligations. For fiscal 2025, a significant event impacting the cost structure was the $7.7 million charge related to a pension settlement. This charge was a major driver in the total other expense of $12.9 million for the year. Regarding leases, the balance sheet reflects substantial commitments; for instance, in Q2 fiscal 2025, the company reported both current and noncurrent Right-of-use operating lease liabilities, indicating ongoing fixed obligations tied to property usage.

Finance: draft 13-week cash view by Friday.

Farmer Bros. Co. (FARM) - Canvas Business Model: Revenue Streams

You're looking at the core income drivers for Farmer Bros. Co. as of late 2025, based on the full fiscal year 2025 results. The business model centers on moving coffee, tea, and related items through wholesale and distribution channels.

The top-line revenue figure for the full fiscal year 2025 was $342.3 million. This represented a slight increase of $1.2 million, or 0.3%, compared to fiscal year 2024. The company realized significant operational improvement, which is reflected in the bottom-line profitability metrics for the year.

Here's a look at the key financial outcomes tied to those revenue streams for the full fiscal year:

• Net sales from coffee, tea, and allied product volumes for FY2025: $342.3 million.
• Adjusted EBITDA for FY2025: $14.8 million, which was an increase of $14.3 million year-over-year.
• Gross margin for FY2025 reached 43.5%, an increase of 420 basis points year-over-year.
• The company completed its brand pyramid and coffee SKU rationalization initiatives, which included launching the new specialty coffee brand, Sum>One Coffee.

While the search results confirm the total net sales, specific dollar amounts for revenue derived solely from equipment servicing and leasing fees, or the exact split between private brand coffee sales versus consumer branded products sales, aren't broken out in the available full-year summaries. However, the overall performance shows a focus on margin expansion despite challenges like an 8% year-over-year decline in coffee volumes in Q2 FY2025.

To give you a clearer picture of the scale and profitability associated with these revenues, here's a table summarizing the key financial metrics from the full fiscal year 2025:

Metric	FY2025 Amount
Total Net Sales	$342.3 million
Gross Profit	$148.9 million
Gross Margin	43.5%
Adjusted EBITDA	$14.8 million
Net Loss	$14.5 million

The revenue stream from equipment servicing and leasing fees is part of the broader business structure, supporting the core coffee and tea distribution. The company's focus on operational efficiency, as evidenced by the improved Adjusted EBITDA, suggests that even without specific segment revenue data, the existing revenue streams are being managed for better profitability. The fourth quarter of fiscal 2025 saw net sales of $85.1 million and an Adjusted EBITDA of $5.8 million, showing strong sequential performance in the latter part of the year.

The sales from private brand coffee and consumer branded products are bundled into the total net sales, but the strategic move to rationalize SKUs and launch Sum>One Coffee suggests an effort to optimize the mix within these categories to drive better margins. Honestly, the shift seems to be about quality and efficiency over sheer volume growth right now.

Finance: draft 13-week cash view by Friday.