Please provide an internal analysis of the case [Your internal analysis should provide an in-depth examination of the internal factors that are negatively affecting the company or person in the case.]

Satya Ramen, development coordinator for Just Us! Development Education Society (JUDES),' was reviewing the preliminary agenda for the JUDES Annual General Meeting (AGM). JUDES had been established in 2006 as a separate not-for-profit organization by Just Us!, a cooperative that sold fair trade and organic certified products. Just Us! was well known for its superior products and for its social and environmental activism. The company enjoyed a strong regional following and a great deal of consumer acceptance. For Just Us!, JUDES provided an additional way to raise awareness about the benefits of fair trade and how fair trade pricing helped producer communities. Satya knew that while there were many highly enthusiastic supporters of the Just Us! cause and product promise, the rapid growth and high visibility of the company meant it had to plan its communication strategies and educational campaigns with multiple audiences in mind. Like all organizations that purported to offer a social benefit, Just Us! had to develop ways for consumers and other interested parties to gather the evidence necessary to judge the impacts of its ethical purchases. JUDES was an important vehicle for Just Us! to publicly demonstrate to all of its stakeholders that the criteria set out in its company mission economic, social and environmental were being met successfully. Moreover, it provided a vehicle through which to involve the local community in the fair trade movement. The JUDES AGM would take place between May 1 and May 14, 2010, during Canadas National Fair Trade Weeks. Satya was carefully preparing the components of the AGM. So far, she had decided on having a screening of the movie Black Gold. The movie portrays the plight of 74,000 Ethiopian coffee farmers who, despite growing some of the highest quality coffee in the international market, face bankruptcy on a regular basis. The video also portrays efforts to find buyers willing to pay a fair price. Satya had also decided to devote a large portion of the meeting to presentations and discussion of the 2009 and 2010 trips to Oaxaca, Mexico. The trips had been organized along community-based tourism (CBT) guidelines, which incorporated responsible and ethical tourism. Her most complex to do was to present the trips in a way that could communicate to those attending the AGM that, for JUDES and for Just Us!, how they did things (economically as well as environmentally and socially consciously) was as important as what they did (JUDES raised consciousness about the benefits of fair trade and Just Us! provided high- quality fair trade and organic certified goods). Satya planned to show a short video and photos from the last trip that showed how the participants had become part of the mission delivery process. She also planned to present a financial analysis of the 2009 trip budget in a triple bottom line (TBL) format. JUST US! COFFEE ROASTERS CO-OPERATIVE (JUCR) LTD., JUDES AND COMMUNITY-BASED TOURISM (CBT) Just Us! Coffee Roasters Co-operative (JUCR) Ltd, or Just Us! for short, was the first fair trade coffee roaster in Canada in 1995. For Just Us!, fair trade was a trading partnership, based on dialogue, transparency and respect that seeks greater equity in international trade.""? The company offered high- quality products like coffees, teas, chocolates and sugar. It owned several coffeehouses, which acted as incubators and fair trade educational resource sites, as well as a means to provide opportunities for a closer relationship with the Nova Scotian community. As a result of this dedication to quality and values, Just Us! had won numerous awards. Just Us! had founded JUDES as a separate not-for-profit organization and tasked it with the mandate of strengthening the relationship between producers and consumers through a variety of educational activities such as lectures and exhibits. JUDES was managed by a volunteer board of directors and its revenues represented less than one per cent of Just Us!'s revenues for 2009. As part of its educational mission, JUDES offered community-based tourism (CBT) opportunities. The CBT model offered an attractive consumer engagement opportunity that combined cause-related activities with low environmental impact and high local community benefits. In a CBT program, local residents (often rural, poor and economically marginalized) invited tourists to visit their communities and provided them with overnight room and board. This type of tourism allowed participants to build awareness of local cultures and heritages, while fostering the conservation of resources and culture through community-based activities. For the more environmentally conscious participants with more miles traveled, the travel packages could offer voluntary carbon offsets which not only decreased net emissions, but assuaged guilt as well. The simplicity and resource frugality of CBT made it a less is more form of leisure travel. For its CBT program, JUDES built on the partnership already developed by Just Us! with the Unin de Comunidades Indgenas de la Regin del Istmo (UCIRI)," a Mexican fair trade co-operative, and with Chayotepec, one of 54 coffee farming communities that were associated with the UCIRI cooperative. Chayotepec was a small community that grew organic, shade-grown coffee within the protected cloud forest of its area using traditional Zapotec methods, which respected the earth. Just Us! and UCIRI had had a close working relationship for twelve years with UCIRI supplying Just Us! with high-quality, organic, and fair trade Mexican coffee. Just Us!, UCIRI and the Chayotepec community had been exploring ways to work together on community-based tourism opportunities, including developing a comprehensive community-based tourism plan and piloting one trip to Mxico in 2008. As one outcome of this research, UCIRI and the Chayotepec community invited JUDES (through its relationship with Just Us!) to participate as a Canadian educational partner in a CBT project. The project would bring interested, open- minded Canadians to visit the Chayotepec community and experience The Wisdom of the Mountains. The goals of the program were to help the community diversify its income, promote conservation, and provide exciting jobs for the community, specifically the youth, and to encourage people to stay and contribute to the overall community. JUDES applied its own eight ethical consumer principles to the design of this CBT project: 1. Transparency: Promote transparency of financial information, specifically in regards to costs at the community level, sourcing of suppliers and products, business operations, and who profits. 2. Commitment to Human Rights and Non-Violence: Respect of human and labor rights of all workers and stakeholders and have mechanisms in place to work with communities who share and practice this vision. 3. Fair Payment: Strive to not only understand what a fair payment consists of at the community level (between two and three times the average daily wage rates for the country), but ensure that income is distributed fairly across all levels of the community. 4. Empowerment: Work with community members to voice and participate actively in clear and transparent decision making. Accountability allows members of the community to gain more control over their economic and social lives. 5. Community Enhancement: Recognize community empowerment has strong ties to a community's own cultural values, which are different than our own. In this regard, cultural diversity is respected and celebrated. 6. Direct Trade: Commit to supporting the local communities by sourcing local suppliers and avoiding multi-national corporations. Values remain within the host community and JUDES dedicates a great amount of effort to work alongside these co-operatives and non-profits who share the same commitments. 7. Environmental Responsibility: Research and assess opportunities to minimize and reduce the environmental impact of activities. Relevant issues include: The use of organic certification of products. The use of items designed to minimize environmental impact over the lifetime of the product. Reduce, reuse, recycle and compost waste and packaging. Eliminate the use of dangerous chemicals in the production of goods and commodities. Educate suppliers to be environmentally conscious and responsible. 8. Quality: Work directly with CBT communities to ensure products and services meet the expectations of all stakeholders. Most importantly, the quality of the actual expeditions is about social change and experiential education. Therefore, participants are encouraged to understand fair trade and international development, not just the alternative tourism model. JUDES also implemented guidelines from Tourism Concern, UK into its own CBT projects: 1. Be run with the involvement and consent of local communities. 2. Give a fair share of profits back to the local community. 3. Involve communities, rather than individuals. 4. Be environmentally sustainable. 5. Respect traditional cultures and social structures. 6. Have mechanisms to help communities cope with the impact of Western tourists. 7. Keep groups small to minimize the cultural and environmental impacts. 8. Brief tourists on appropriate behavior, prior to the trip. 9. Do not force locals to perform inappropriate ceremonies or other cultural performances. 10. Leave communities alone if they do not wish to participate in tourism. As far as carbon offsets, JUDES planned to use the Gold Standard. 16 Besides meeting rigorous social, environmental and economic standards, this standard ensured that no land was appropriated from marginalized and indigenous groups for monoculture tree planting. Planning for these trips was quite complicated. Often remote rural places in Mexico did not take reservations. As a Canadian non-profit, JUDES could not be issued a credit card, making travel transactions very complex. The budget was very limited. For 2009, JUDES's entire budget including trips was only C$75,000; excluding the trips it was closer to C$50,000. In order to increase efficiencies and marketing access to the trip's target market of students and retirees, for the 2010 trip JUDES planned to partner with a CBT travel agency in Ontario. Meeting environmental guidelines was also somewhat difficult. For example, the residents of Chayotepec had identified waste as an environmental impact of visitors to their community. Waste management and collection in rural Mxico was very different from in North America. Waste was stored centrally in the town and collected only a few times a year. Recycling and disposal facilities for hazardous waste (e.g. batteries) were not common. The JUDES trip would have to set aside funds to support a waste separation and storage project. Also, visitors would have to minimize the waste by never littering; minimizing or eliminating the use of plastic bags; bringing a refillable water bottle and not purchasing bottled water whenever possible; and using rechargeable batteries and bringing any non-rechargeable batteries back from the trip for proper disposal through local household hazardous waste programs. Just Us! had initiated a pilot tour in 2008 and planned much of the itinerary. In preparation for the trips in 2009, JUDES developed the broad elements of the CBT model, and Satya changed the itinerary based on feedback from the pilot phase, made the arrangements, prepared a budget (see Exhibit 1), conducted a promotional campaign (see Exhibits 2 and 3) and worked out the details of the pricing formula (see Exhibit 4). In February 2009, JUDES personnel, along with 10 participants and a driver, conducted their first ten- day fair trade CBT in Oaxaca, Mexico. Participants were presented with a rich travel itinerary and with many learning opportunities such as tortilla making, milking cows, cheese making, mole making (cooking food), coffee roasting, etc. Though two trips had been budgeted for 2009, only one ever took place. TO DO LIST JUDES had plans to make a CBT trip an annual event and the presentation at the AGM would be an opportunity to promote the 2010 trip. Satya thought that presenting the 2009 trip budget in a TBL format could be a demonstration of how JUDES educated the public on the value of organic and fair trade certified products, and how Just Us! and JUDES put "People and Planet before Profit. Satya had developed a simple methodology for a TBL analysis. She would first aggregate the ethical consumer guidelines and the JUDES CBT guidelines into a simple TBL value format economic, social and environmental. Then, she would reorganize the budget categories along these three criteria and show how these principles had been built into the financial planning. She would then explain how the amount of money spent supporting these TBL guidelines was only one part of the TBL, and that in order to figure out a true "bottom line JUDES would have to measure the impact of its efforts and investment in these three categories. In other words, a complete TBL would need to measure both how much was spent as well as how much impact was made on the social and environmental well-being of the communities. Developing a set of formal social and environmental indicators and measurement protocols would be a somewhat onerous task. Satya was pondering whether JUDES could build into the 2010 trip the development of simple approaches to a TBL. This could be part of the educational component of the next trip. Lastly, a thorough TBL analysis that met the transparency objectives of Just Us! would also have to demonstrate how Just Us! had benefitted financially from the activities of JUDES. Satya planned to use a simple break-even and pro-forma calculation to show this