cafezia coffee case study

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Idea for brewing entrepreneurial success earns students a case competition win

Apr 1, 2022

L-R: Kate McCallum, Theo Kalff, Naomi Walch, Patrick Westdal.

A team of four Western students received top prize at the 2022 Business Foundations Case Competition for determining how a local herbal-infused coffee business could carve a path forward during the COVID-19 pandemic. The winning team included Theo Kalff, Kate McCallum, Naomi Walch, and Patrick Westdal.

Two teams were named as runners-up. One was comprised of Dominic Bazina-Grolinger, Oscar Civello, Jacob Ke, Jeffrey Martinovic, Matt Proulx, and Mandric Sittaro. The other included Shrey Bangera, Alyssa Choi, Rickie Huang, Charlotte Lemon, Akshay Samuel, and Arun Vora.

Related to this story

Meet Ivey Faculty Daniel Clark

Hosted by the Business Foundations department at Ivey, the annual competition is open to first-year Western students enrolled in Business Foundations courses and is completely voluntary. Interested students form groups and have the opportunity to develop and hone their presentation skills while tackling a general management case chosen for the competition.

A total of 65 teams competed through preliminary and semi-final rounds before the three finalists were selected to present their analyses to a panel of judges at a virtual event on March 31.

Cafézia Coffee: Brewing Entrepreneurial Success

This year’s case focused on growth options for Cafézia Coffee Inc. , which was founded by Natalie White , HBA ’17, in 2019 and sold to a new owner in 2021.

According to the case, White was considering strategic options to grow the business during its first year of operations. Options included partnering with a food and beverage industry distributor or broker or buying out the company’s co-owners to assume full control.

Judges included White, who is now Senior Consultant at Deloitte LLP, as well as Daniel Clark , an assistant professor of Entrepreneurship at Ivey, and Nicole Haney, a business coach, Fanshawe College professor, and speaker.

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All jolt, no jitters

Infused with herbs proven to deliver health benefits, cafézia coffee promises a caffeine punch without the pitfalls.

Photo: Natalie White, owner of Cafézia Coffee

ENTREPRENEURSHIP IS OFTEN about building a better mousetrap. For Natalie White, owner of Cafézia Coffee , that means helping people brew a better cup of coffee. One that tastes better because it starts with premium organic beans roasted right here in London by Heritage Coffee. And one that is better for you because it is enhanced with three herbs traditionally used to promote good health.

Entrepreneurship is also about being in the right place at the right time. And for White, that meant being part of the same trail-running group as Dr. Tomas Dobransky, a London-based neuroscientist whose research includes studying the impact of nutrition on the brain.

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One day, Dobransky mentioned a coffee he had invented, a brew that delivered the welcome jolt of energy without the jitters, indigestion or interrupted sleep often associated with caffeinated beverages. White fell in love with the coffee at first sip.

“I’ve always been passionate about sustainability and putting people before profits. That’s been guiding all of my decisions as a business owner” ―Natalie White

“He mentioned that he was looking for someone to run the business,” recalls White, who graduated from Ivey Business School with an HBA and a Certificate in Sustainability in 2017.

The timing couldn’t have been better for White. In May of 2019, the 25-year-old left her job as a business lecturer at Ivey and went into the coffee business.

When she took over, White had a great product but not much else. “I just picked up the phone and started making retail cold calls,” she says. That led to in-store tastings and a growing number of loyal coffee drinkers. Today, Cafézia Coffee ― available in Dark, Medium and Light Roast ― is found at more than 50 retail stores in the London area, including Angelo’s Italian Bakery & Market, Remark Fresh Markets, two Sobeys and multiple Foodland locations.

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It’s one thing to win consumers over with a steaming cup of organic fair trade-certified coffee. It’s another to convince them that the addition of three herbs ― cleavers, hyssop and yerba mate ― minimizes the downside of too much caffeine.

“That’s the biggest hurdle I’ve had to face, and the best way to overcome it is through the demos and word of mouth,” says White.  “When people try it for themselves or hear it from a friend, they know it’s not a gimmick.”

With the pandemic putting an end to in-store tastings since mid-March, White has had to find new ways to spread the word. Cafézia lovers can now buy their beans directly from the company website, and White recently brought on Ali Aamir as brand manager to help run Cafézia’s social media accounts.

Apart from Aamir, White says the business is still very much “a one-woman show.” Her next goal is to find a distributor to help take it to the next level. “One person obviously can’t do it all,” she says.

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The precise proportion of Cleavers, Hyssop, and Yerba Maté in Cafézia™ Coffee will systematically boost your immune system and stimulate brain capacity with positive effects on digestion, sugar metabolism, cleansing of toxins from your blood stream, reducing or eliminating possible arthritic joint pain, or helping with skin eczema or acne.

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Kávové zrná sú z vysokohorských plantáží vo výške 1200 – 1800 m.n.m

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Case Study on Café Coffee Day (CCD): Success Story

Varad Kitey , Akash Kushwaha

Café Coffee Day , popularly known as CCD, is not only a coffeehouse for the individuals of India but has become India’s favorite place for coffee and conversations today. Founded in 1996, the Bengaluru-based Indian multinational chain of coffeehouses has emerged to be one of the favorite haunts of the millennial and the Gen Z group within a concise time.

CCD had served over 1.6 billion cups of coffee annually in six countries when it discovered that it was on the brink of bankruptcy. This is why it decided to shut down its operations outside India. It was present in a list of countries — Austria, Czech Republic, Malaysia, Nepal, and Egypt prior to this decision.

The first Café Coffee Day outlet was set up by CCD owner V. G. Siddhartha on July 11, 1996, in Bangalore, Karnataka, with the slogan' A big deal can occur over some espresso'.

Café Coffee Day quickly extended through the urban areas in India, including new stores with more than 2000 bistros opened all over the nation by 2016. In a range of 20 years, CCD has blended its approach to progress, with the fame and cherish it has reaped.

History of CCD How CCD Started the Journey? Mounting Debts and Controversies The Missing of the Founder of CCD and his Death Cafe Coffee Day Business Plan And Marketing The Present Day CCD Achievements of CCD FAQs on CCD

History of CCD

Café Coffee Day Global Limited Company is a Chikkamagaluru-based business that produces coffee on its very own land of 20,000 acres. It is the biggest maker of arabica beans in Asia , sent out to different nations including the U.S., Europe, and Japan.

V. G. Siddhartha began the Café chain in 1996 when he started Coffee Day Global, which is the parent of the Coffee Day chain. The first outlet was opened on July 11, 1996, in Bangalore, Karnataka.

Soon after the foundation of CCD Coffee, the biggest challenge faced by Café Coffee was to make a revolutionary change in Indian culture where the majority of the population preferred drinking tea rather than coffee.

CCD quickly extended to different urban cities in India, with more than 1000 bistros opened in the country by 2011. In 2010, it was declared that a consortium driven by Kohlberg Kravis Roberts would invest ₹10 billion in Coffee Day resorts which are owned by CCD. It was during the same time the brand changed its logo to the present logo that is used by the company to feature the chain as a spot or place to talk.

This was finished with real changes in the format of the stores, including the expansion of parlors and a complete redo of the interiors, and, above all, its slogan “A lot can happen over coffee.” The organization is vertically incorporated to cut expenses: from owning the plantations to becoming the coffee, preparing the espresso machines, and making the furniture for the outlets.

How CCD Started the Journey?

CCD started its journey with the incorporation of its parent Coffee Day Global Limited Company in 1996 by V.G. Siddhartha. It was on July 11, 1996, when the first CCD outlet was set up at Brigade Road, Bangalore, Karnataka.

Siddhartha did his Master's in Economics from Mangalore University and had an enthusiasm for innovation . VG Siddhartha dived deep into the stock market in his early career. He had worked for JM Financial and Investment Consultancy in Mumbai when he was just 24 years of age. Veerappa Gangaiah Siddhartha Hegde acted there as a Management Trainee/Intern in portfolio Management and Securities Trading on the Indian Stock Market under Vice-Chairman Mahendra Kampani.

However, after completing his 2 years of work anniversary with JM Financial Limited, VG Siddhartha had to return to Bangalore when he received the capital from his father to start a business of his choice.

VG Siddhartha started by buying a stock market card for Rs 30,000, and a company called Sivan Securities, which was later renamed Way2wealth Securities Ltd. The venture capital division of the company came to be known as Global Technology Ventures (GTV).

Siddhartha emerged as a full-time proprietary investor in the stock market in 1985. Furthermore, he also became the owner of 10,000 acres of coffee farms by then.

"When coffee trading was liberalised in the ’90s, I doubled the money I had invested in the plantations within a year," said VG Siddhartha.

It was then that the Amalgamated Bean Coffee Trading Company Ltd (ABCTCL), a company that focused on coffee exports, was born in 1993.

Siddhartha's plantations began to produce 3,000 tonnes of coffee, and with the help of ABCTCL, he traded over 20,000 tonnes. This way, in around two years, the company became the second-largest exporter from India.

As soon as its first coffee outlet or CCD store was set up on Bangalore’s crowded Brigade Road, it began to start a new journey.

The company soon expanded far and wide with its revolutionary concept, which allowed the millennials to sit and talk while sipping on their favorite beverage.

CCD is India's largest coffee chain to date and is owned by Coffee Day Global, a subsidiary of Coffee Day Enterprises.

He was inspired by the proprietors of the "driving espresso brand in Germany, — Tchibo". This motivation gave Siddhartha a dream of an alternate world generally speaking and opened his eyes. It likewise gave a heavenly idea. With that thought, cup by cup he made his Billion dollar domain .

The company owned around 1,700 cafes, 48,000+ vending machines, 532 kiosks, and more than 403 ground coffee-selling outlets. The annual turnover of Coffee Day Enterprises was worth Rs 4,264 crore, as per a Moneycontrol report of 2019.

Mounting Debts and Controversies

Café Coffee Day had accumulated a total debt of around Rs 6,550 crore, as was reported in March 2019.

The coffee price hit a 13-year low in the international market, which also dragged the Indian prices when the Indian coffee exports too were down by 10 %. To combat this debt, Siddhartha had to sell his entire 20.32% stake in the Bengaluru-headquartered IT services firm, Mindtree to the engineering major, L&T for around Rs 3,200 crore. He was the largest shareholder in Mindtree and exited the company after remaining invested for close to two decades.

The mounting debts were just unsettling not only for the business but for Siddhartha as well. Even with the sale of his own stakes, going ahead turned out to be really tough because the working capital requirements could not be met.

All these led Siddhartha to strike a deal with the global beverage maker Coca-Cola for an equity sale in the flagship Café Coffee Day (CCD) at an enterprise valuation of around Rs 10,000 crore. Besides, Blackstone was also reportedly in talks with the company to buy a majority stake in the real estate venture of the founder, known as Tanglin Developments, for around Rs 2,800 crore.

VG Siddhartha slowly started to come under the radar of the Income Tax Department, which first raided the premises of the Café Coffee Day owner in September 2017. They discovered around Rs 650 crore of concealed income from the documents seized when they concluded the search and seize operations.

The income tax raids were also eventually conducted at 20+ locations, including Mumbai, Bengaluru, Chennai, and Chikmagalur, by the senior officers of the Income Tax Department of Karnataka and Goa regions.

The Missing Founder of CCD and his Death

Siddhartha had been found missing since July 29, 2019, and this news of the missing MD was further confirmed by Coffee Day Enterprises.

Siddhartha had been found missing since July 29, 2019, and this news of the missing MD was further confirmed by Coffee Day Enterprises. Siddhartha had allegedly told his driver that he would be going for a walk near the bridge and asked him to wait at a distance on the 29th of July 2019. The driver lodged a missing complaint with the police after waiting for two long hours for his return. A fisher claimed that he saw someone jumping off the bridge, but it was only allegedly true until two days later when his body was found in the Nethravathi river backwaters.

The Café Coffee Day boss VG Siddhartha had supposedly left a letter where he expressed his unhappiness over not creating "the right profitable business". Besides, he also alleged that a senior income tax officer allegedly harassed him.

"I have failed to create the right profitable business model despite my best efforts. I would like to say I gave it my all. I am very sorry to let down all the people that put their trust in me. I fought for a long time, but today I gave up as I could not take any more pressure."

"I could not take any more pressure from one of the private equity partners forcing me to buy back shares, a transaction I had partially completed six months ago by borrowing a large sum of money from a friend. Tremendous pressure from other lenders led to me succumbing to the situation. There was a lot of harassment from the previous DG income tax in the form of attaching our shares on two separate occasions to block our Mindtree deal and then taking the position of our Coffee Day shares... This was very unfair and has led to a serious liquidity crunch," goes the last letter from the CCD chief.

In September 2019, the organization named reviewing firm Ernst and Young to examine their books of records. They also asked the inspector to investigate the conditions of the last letter composed by Siddhartha and the focus he put on it.

CCD Business Plan And Marketing

CCD has adopted a very effective business strategy, which is compartmentalized below.

Innovation and Expansion

The humongous amount of sustenance and refreshments made CCD possible. Besides, the ambitious moves of CCD and its rapid expansion into level 2 urban communities of India and other remote areas were some triumphant techniques that encouraged CCD to be on the fronts of its rivals like Starbucks and Barista .

Its different auxiliaries like Coffee Day Fresh 'n' Ground, Coffee Day Square, Coffee Day Resorts, Coffee Day Beverages, and so forth have helped the organization to satisfy the client's needs and stay ahead simultaneously.

Also, CCD’s regular involvement on Twitter , Facebook , and Instagram further engaged its customers. Café Coffee Day also brought in the character, Beano, to connect with the purchasers in 2016.

Strategy of Distribution

As of March 2020, there are 1,752 CCD outlets crosswise over 29 states of India. Café Coffee Day has likewise extended outside India with its outlets in Austria (Vienna), the Czech Republic, Dubai, Malaysia, and Cairo, Egypt. The Indian sorted-out division has the potential for around 5,000 bistros, yet less than 1,000 bistros exist, as of now.

Difference In Concoction

These are some prominent moves that made CCD stand out from its peers and rivals:

• Past nourishment, the emphasis is on getting the experience right. CCD propelled its application to follow shopper conduct, customize offers and advancements, empower cashless exchanges through implicit wallets, and fabricate unwaveringly.
• In 2016, CCD partnered with Freecharge to empower cashless exchanges at the outlets, where the clients could utilize their portable numbers to pay and finish the exchange in under 10 seconds. Be that as it may, Harminder Sahni, author, and MD Wazir Advisors, consider these as strategic contributions.
• To further lift involvement, CCD started Café Concerts in 2016 with attention to live gigs in Mumbai , Delhi , Pune , and Bengaluru. Cafe concerts were unique at the time when it was introduced by CCD and played a big hand in hooking the young crowd.

The 3As Strategy

The chief components influencing rivalry in the espresso retail area include evaluating, item/administration quality, brand recognition, taste, and item assortment.

To separate itself from rivalry, CCD has manufactured its retail procedure on 3As:

Affordability — CCD ensures that it attracts every kind of customer — be it a school/college student or an office goer, at an affordable price.

Accessibility — The goal of the brand was to ensure that the cafes should be within arm's reach. CCD believes in serving people across the country by providing the same experience everywhere.

Acceptability — CCD ensures that consumers should buy and drink their product without compromising on taste. The strategy was to bring people together to relax and unwind. The company further encouraged its customers with its catchy tagline that says "Let us catch up on CCD" that every Indian must have heard at one point or another.

The Present Day CCD

Café Coffee Day reportedly shut down around 280 outlets in the wake of FY20 and with this, the company reported a total of 1480 outlets, as per the reports dated June 30, 2020.

The company had been trying to pare its debts with the sale of its non-core assets after the death of its founder. CCD has announced to repay its debts worth Rs 1644 crore to 13 of its lenders. This had been possible with the sale of its technology business park to Blackstone Group and Salarpuria Sattva at an enterprising value of Rs 2,700 crore. The company also sold its stakes to Mindtree and L & L&T previously.

The company's net debt was worth Rs 2,909.95 crore in the FY20 and as per the latest reports dated March 31, 2021, CDEL's net debt came down to Rs 1,731 crore.

It was during the same time that CDEL announced that it had appointed Justice Manjunath to "suggest and oversee actions", who will supervise the recovery of over Rs 3,535 crore, which was allegedly siphoned out of the company into Mysore Amalgamated Coffee Estates Limited (MACEL), which goes as a personal firm promoted by its late founder V G Siddhartha.

The last report said that the "Management of the Company is putting its best efforts to get back the company on track." It further added that "the debt levels have reduced significantly from the beginning of the financial year March 2021."

CDEL's net operational revenue was measured on a consolidated basis in FY21, which was valued at Rs. 853 crores against Rs. 2,522 crores in FY20.

The brand currently has a presence in the coffee, logistics, and hospitality segments. The coffee business of the company, which includes its popular café chain brand Café Coffee Day (CCD), contributed around 47% of its consolidated net revenue. The other remaining parts were a result of its logistics business and logistics, which accounted for 45% and 8% of the revenues.

CCD currently operates 572 cafes, which run in 165 cities, and 333 CCD Value Express kiosks. Furthermore, it also boasts of having 36,326+ vending machines to "dispense coffee in corporate workplaces and hotels under the brand".

Achievements of CCD

• 2007 - Cafe Coffee Day won the Times Food Award under the category of "Best Coffee Bar" from the Times of India
• 2008 - Cafe Coffee Day won the Burrper's Choice Award for being cast a ballot as the "Coolest Café" by the clients of burrp.com
• 2009 - Espresso Day Global won the honor of "Retailer of the Year" under the classification of Food & Beverages (cooking administrations) by the Asia Retail Congress
• 2010 - Cafe Coffee Day won the Indian Hospitality Excellence Award under the category of "India's Most Popular Coffee Joint: 2010"
• 2012 - Cafe Coffee Day was positioned as 26th Most Trusted Service Brand in India and as the second Most Exciting Brand under the classification of "Nourishment Services" in India under a study done by Brand Equity (EconomicTimes)
• 2012 - Cafe Coffee Day won the Best Coffee Bar Award from mouthshut.com
• 2013 - Cafe Coffee Day was positioned as 26th Most Trusted Service Brand in India under a study done by Brand Equity (Economic Times)
• 2013 - Cafe Coffee Day was granted "The NCPEDP – Shell Helen Keller Award 2013" by the National Center for Promotion of Employment for Disabled People for being a good example organization in creating work open doors for individuals with inabilities
• 2013 -Espresso Day Global was granted as the Best Retailer under the class of "Best Customer Service in Café Restaurant" by the Star Retailer Awards
• 2013 - CafeCoffee Day won the Brand Excellence Award in retail part from ABP news
• 2012-2013 - Espresso Day Global was granted a bronze prize by the Coffee Board of India for being the third-best exporter of green espresso
• 2014 - Espresso Day Global was granted "Retailer of the Year" (Organization Food and Grocery) for retail greatness by ABP News
• 2014 - Espresso Day Global was granted 'Retailer of the Year for brand greatness by ABP News
• 2014 - Cafe Coffee Day was positioned as 22nd Most Trusted Service Brand in India, as 27th Most Exciting Brand in India, and as second Most Exciting Brand under the class of "Nourishment Services" in India, under an overview done by Brand Equity (Economic Times)
• 2014 - Mr. V G Siddhartha was conferred upon the 'ET Retail Hall of Fame for his commitment to the development of the retail part

FAQs on CCD

Is cafe coffee day in debt.

Yes, CCD is in debt for a long time. Coffee Day Enterprises said it has Rs518 crore of debt including both short and long term and that it has defaulted on about Rs 263 crore of payments.

Is Cafe Coffee Day shutting down?

Almost 500 cafe outlets of the coffee chain Cafe Coffee Day have been closed down since April 2019, as the company looks to arrest the falling profitability of its coffee business and readies for divestment of the business. CCD had to close these outlets as it readies for divestment.

What happened with Cafe Coffee Day?

Coffee Day Enterprises Limited reported that at least ₹2,000 crores ($270 million) is missing from its accounts, soon after the death of founder V.G. Siddhartha which led to an investigation initiated by their board.

What is CCD Slogan?

"A lot can happen over coffee", is the slogan of Cafe Coffee Day.

Who are the competitors of Cafe Coffee Day?

A few cafe coffee day competitors are - Starbucks, Costa Coffee, Barista, and Gloria's.

Can I sit and work in CCD?

It's ok to sit and work until you're asked to leave.

Why is CCD in loss?

CCD is at a loss because the founder V.G. Siddhartha died of an apparent suicide in 2019. His sudden death came as a surprise and caused a huge loss to the company. Also, the brand has suffered another hit due to the Covid-19 pandemic and the lockdown.

What should I order at CCD?

You can order CCD combos, snacks, sandwiches, and coffee.

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Home » Management Case Studies » Case Study: Strategies That Barista, Cafe Coffee Day and Qwikys Have Adopted in Indian Market

Case Study: Strategies That Barista, Cafe Coffee Day and Qwikys Have Adopted in Indian Market

Strategies adopted by barista:.

Barista established in 2000 in New Delhi was the largest and fastest growing coffee chain in India. Barista positioned itself as a lifestyle brand with Italian neighborhood. Barista was the leader in espresso coffees. Barista was made with top grand Arabica beans and brew masters from Italy were invited to create blends. Alliance with Tata coffee would supply food items like baguettes, croissants, cookies, sandwiches, pastries and desserts. Every month it introduced and focused on a particular type of coffee. The idea was to change customer’s occasional indulgence and make it a habit and educate them about the original coffees. It also developed store-in-store concept by focusing on themes that compliment coffee, such as music, books and art. Barista entered into marketing tie-ups with planet M, crossword and Ebony to set up it Espresso’s at the corner. It also wanted to enter into co-branded marketing tie-ups with several banks for credit cards. The company also entered branded merchandising with caps, coasters, co’s and cups. Barista entered home brew segment with freshly grounded coffee. The company extended its product portfolio from roasted coffee range to single origin coffee. Barista’s single origin coffee powder has a status symbol. It was planning to enter the international market. Barista planned to tie-up with ABN amro for opening “Banlafes”. This concept helps to ‘bank at leisure” enabling customers to visit the bank after banking hours on any day in an informal and friendly environment. It even tied up with BPCL to open coffee kiosks. Barista’s adopted a strategy on which it segmented itself to the elite class. This class has high potential because these people associate with anything that is of status symbol. They spend very high. So Barista choose this segment contains people with big designations like MD’s, Doctors, CEO’s and people belonging to elite class. They like to be in a place which is classy and luxurious like Barista. This segment has high potential.

Strategies adopted by Cafe Coffee Day :

Cafe Coffee Day offered an informal ambience with bright and eye-catching interiors. Visitors could sip coffee, browse the internet, conduct business meetings or just while away time with friends. Cafe Coffee Day was well looked as a cool-hangout for college crowed and teenagers. This promoted young artists and displayed their paintings on their walls. In 2001, a new logo was chosen leaving the old one which was bit old fashioned. The interior were redesigned and new menu was also introduced along with the new crockery. The baseline also changed to “A lot can happen over coffee”. Musical events were organized to attract youth. “Cafe jockey” was introduced which selected children above 15yrs and gave them 1 week training. In addition to the commercial and residential clusters in metros, Cafe Coffee Day’s also targeted other locations like corporate houses, airport, hospitals and shopping malls. Cafe Coffee Day priced its products 20% lower than its competitors. Cafe Coffee Day positioned itself as a mass market brand, mini-metros were also added to its list. It targeted the middle class, upper middle class, house wives and students. The prices are less compared to the other two. This segment has high potential and great buying power and has great market share.

Strategies adopted by Qwiky’s:

Qwiky’s strategy was that to make their customers make them feel comfortable and have fun. The staff at Qwiky’s was trained to understand body language. They were very frankly with the customers. Qwiky’s objective was to target the “young at heart” that were looking for fun and relaxatation. They offered different varieties of coffee. Customers were given a choice of drinks that were not common in India. It had a separate vending area for chocolate products. Qwiky’s coffee pubs were located at strategic points which were frequented by youth. Qwiky’s pubs were located at intersection of roads in a corner were two side of cafe were made of glasses and faced the road. It even had coffee making machines for sale and also a trainer to teach how to make perfect espresso. It also planned to launch ready to drink coffee sachets. Their prices were based on the real-estate prices in that particular area. Qwiky’s positioned itself as a place were people can come for fun and relaxation it targeted people who having fun and young at heart. People who were quite interactive and friendly were appointed as staff to make their customers feel comfortable and while away their time. It was a place to hangout.

Conclusion:

The strategy adopted by Barista would suit the Indian market. Barista came up with uniqueness in its interior with Indian neighborhood. It also offered several services along with serving coffee. Several international varieties of coffees are served in Barista. The ambience was great. The perfect Italian varieties of coffees were served with brew masters from Italy. They came up with single origin coffees and attracted with the niche set of consumers. Many varieties of coffees are served in Barista people feel very comfortable. It also serves food items like pastries, sandwiches. People started thinking that Barista has become a status symbol. So they wanted to associate themselves with Barista. It’s planning to go international into many countries. It’s even planning to co brand with several banks for credit cards. People of India always wanted something new and different. So Barista’s strategy perfectly suits the Indian market.

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