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Tag: cafe

  • Starbucks India to add around 10 stores this fiscal

    Starbucks India to add around 10 stores this fiscal

    Starbucks, a 50:50 joint venture between Tata Global Beverages and Starbucks Coffee of the US, is planning to add up to 10 new stores in the next two months, taking the total count to around 145 outlets, said a top company official. According to a report, the premium coffee chain is increasing the number of roll outs as it is getting overall good consumer response, said Tata Global Beverages (TGBL).

    “We currently have around 136 stores and we would open another between 5 to 10 stores by the end of the year (fiscal). We have seen an increase in the store roll out. We look at activating more stores roll out in the next few years, what we have seen in the past,” L Krishnakumar, CFO, TGBL Group said.

    Tata-Starbucks has recently started food delivery through online food aggregator apps like Swiggy.

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  • The cartoon cafe opens in South Korea

    The cartoon cafe opens in South Korea

    The interior of Cafe Yeonnam-dong 239-20 in Seoul, South Korea makes customers feel as though they’ have stepped into a cartoon world. Most cafe owners know it takes more than just great coffee to create a successful business. From an Instagram-worthy Wes Anderson-esque cafe in the Philippines to a coffee shop shaped like a Rolleiflex camera in South Korea, a space’s design is key to drawing in customers.

    One cafe to have recently received hype for its novelty interior is Cafe Yeonnam-dong 239-20 in Seoul. The eatery created an incredible space that makes customers feel as though they’ve stepped into a cartoon world.

    The artistic, monochrome design was inspired by Korea’s hit TV show, W by Lee Jong-suk and Han Hyo-joo, in which the characters clash between “two worlds”—the real world and a fantasy world inside a webtoon.

    The design of Cafe Yeonnam-dong 239-20 creates a 2D optical illusion, which makes customers feel as though they’ve crossed dimensions into a comic book illustration.

    When visitors step through the door, they’re greeted with black and white comic strip furniture, walls, and floors. Even the mugs, dishes, and cutlery look like flat line drawings.

    It helps that the owners have created a welcoming environment.

    If you want to experience this cafe for yourself, you can find it in the popular Yeonman-dong district in Seoul. If you can’t make it to South Korea, you can still feed your wanderlust by checking out the cafe’s Instagram.

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  • F&B outlets get bigger bite in shopping malls Malaysia

    F&B outlets get bigger bite in shopping malls Malaysia

    Shopping malls are now allocating a higher percentage of their tenant mix (more space) to food & beverage (F&B) retailers, partly because competition from online platforms has impacted other types of retailers such as fashion, according to a market research and consulting firm. “Traditionally, F&B made up less than 20% of a mall’s tenant mix, but can go up to 40% nowadays,” Stratos Consulting Group Sdn Bhd managing director Tina Leong said.

    She said with the tenant mix now consisting of more F&B, this means that malls will need to design or renovate in such a way as to cater to the specific technical requirements that F&B retailers have, for example provisions for water, grease traps, storage, waste disposal and daily delivery.

    “F&B as a segment itself has become the anchor for some malls,” said Leong.

    She said malls that have a high F&B tenant mix include the refurbished 3 Damansara (formerly Tropicana City Mall), which now has more F&B compared to before. Similarly, Paradigm Mall in Petaling Jaya has refurbished its lower ground floor, which now consists of more F&B than previously.

    Sunway Velocity Mall general manager centre management Danny Lee said F&B makes up 27% of the mall’s tenant mix currently, and that it is targeting to have F&B reach 30%.

    “Naturally, F&B is doing better compared to others,” Lee said.

    Meanwhile, Leong noted that having more or certain types of F&B can also be part of experiential retailing.

    “For example, people nowadays, especially millennials, appreciate and are willing to spend on meals or drinks with friends and family, within nicer ambience restaurants or cafes, due to the memorable experiences this create.”

    She said to continue to draw shoppers (rather than them shopping online), more shopping malls are looking at creating engaging “experiences” for their customers. Experiential shopping simply means making the physical act of spending money more than simply handing over cash in exchange for goods and services.

    “More grocery stores are incorporating food and wine bars where people can enjoy a meal or a drink as well as a social experience before or instead of shopping,” said Leong, adding that some retailers have also integrated augmented reality into their stores, for example Starbucks Reserve Roastery in Shanghai and US-based fashion brand Reformation.

    Examples of experiential shopping are malls that have attractively themed or landscaped spots on every floor, where one can stop to take photographs with their friends or family, such as Aeon Mall Kuching. Some community malls in Bangkok, Thailand, have incorporated spaces for pet parks, children’s sand pits and jogging tracks.

    “Another recently opened mall, Kiara 163 in Mont Kiara, has incorporated the ‘experiential’ element into their mall design, with a central garden and water features for people to relax. Apart from design features, other ways of creating memorable shopper experiences are through interesting or unique events, activities, decorations, pop-up stores, technological innovations and customer service,” explained Leong.

    She said some of the major major malls have been doing this all along, such as Suria KLCC and Pavilion Kuala Lumpur that usually have attractive and unique festive decorations.

    “What is different is that nowadays, the customer experience aspect is becoming a focal point. It has become more important as malls and retailers try to attract and retain shoppers in the midst of competing options such as online shopping,” said Leong.

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  • Top 9 things to know about Starbucks Dewata coffee sanctuary

    Top 9 things to know about Starbucks Dewata coffee sanctuary

    Recently, Starbucks celebrated the journey of coffee from seed-to-cup by opening its largest destination in Southeast Asia – the Starbucks Dewata Coffee Sanctuary.

    1. Original Logo

    Starbucks opens the Dewata Coffee Sanctuary with an original logo, crafted in the Geringsing Double Ikat technique, inspired by the deep traditions of the seed-to-cup story. Double Ikat, found only in Bali, is a weaving technique used to create geringsing fabrics, traditionally taking five years to create, and an essential textile used in ceremonial dress as it is believed to have extraordinary powers. The logo itself is a lotus flower, the symbol of beauty, prosperity and fertility, and highly respected in Bali. The 18 petals represent the Balinese philosophy of Tri Hita Karana – the three causes of prosperity: harmonious relationships between people, the environment and God.

    2. Store Façade

    The store’s façade is created with locally made red bricks in the shape of half circles to create the illusion of the many waves found on Bali’s famous beaches. The exterior appears to move to passersby on Sunset Boulevard as they drive past the storefront, and combines modern building techniques with traditional Balinese architecture for an east-meets-west design. The design is carried into the interior of the store at the core bar where baristas handcraft favorite Starbucks beverages.

    3. Micro-Plot of Arabica Coffee Trees

    Upon entering the space, customers are invited into a micro-plot of Arabica coffee trees. This 1,000 sq. ft. plot will be a working, coffee producing farm cherrying during harvest season in the region, typically in the early springtime, and mirrors the size of 90 percent of all coffee farms in Indoneisa.

    4. Hand-Carved Wooden Mural

    As customers enter the café, their eyes are immediately drawn to the unique artwork filling the store. A 30-foot tall hand-carved wooden mural from Jepara features a depiction of the history of coffee in Indonesia, from the coffee growing regions of Java, Sulawesi, Bali, West Papua, Brastagi and North Sumatra, home to Starbucks Indonesia Farmer Support Center. Over the Reserve bar, customers eyes are drawn up to the bamboo installation inspired by the smoke, steam and vapor that create the familiar aroma of coffee. Both expansive pieces were created by Indonesian art agency, Atrovale, while two Jakarta-based artists, Janet Jane and Jamal M. Aziz, created pieces to highlight the store’s moments of discovery. Janet’s macramé art was inspired by the lush landscapes of Indonesian coffee farms, while Jamal’s two murals illustrate the first-ten-feet of the coffee bean’s journey at origin.

    5. Hand-Carved Stone Tiles

    In the Reserve Bar, hand-carved stone tiles create the ornate floor and wall design. The traditional, local craft found across Bali was reimagined into patterns which reflect a modern interpretation of coffee flowers and coffee beans.

    6. Living Wall

    To the left of the entrance, customers are invited to Starbucks core bar featuring a living wall filled with flora from the region. The botanicals are arranged in the form of Bali’s signature gapura, split gates, a symbol to welcome guests into our stores. This living wall is set back behind the bar where Starbucks partners will enter the café to connect with customers and handcraft their favorite Starbucks beverages.

    7. Clay Pots

    Around the store, customers will be enchanted by the surrounding flora, bringing the unique Indonesian environment inside. Trees throughout the space are planted in beautiful clay pots inspired by a traditional Sumatran pattern and the Starbucks Siren. Motifs of Indonesia’s mountainous terrain and coffee beans remind customers of the unique surroundings found only in Indonesia.

    8. Coffee Seedling Nursery

    On the second floor, customers are invited into the first coffee seedling nursery to be located inside of a Starbucks store. Our partners work with local farmers to take special care of these seedlings and invite customers to help tend to the delicate plants. Inside this greenhouse, customers can touch the first stages of the seed-to-cup journey that brings us our favorite coffee flavors around the world.

    9. Interactive Media Installations

    The experience continues throughout the expansive space where customers can find two interactive media installations to further immerse themselves in the coffee journey. On the first floor, a first-of-its-kind digital wall can be accessed through pressing and twisting various portions of the wall to participate in the planting, processing, roasting, shipping and brewing processed. Above them, customers can hear the stories of Starbucks Farmer Support Center in Indonesia. Two synchronized videos guide visitors through the FSC on walls fashioned from the traditional rattan weavings which inspired the Dewata Bali logo.

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  • Starbucks China sales grow – with a but

    Starbucks China sales grow – with a but

    Net revenues for Starbucks China and Asia-Pacific region soared 45 per cent in the first quarter to US$1.2 billion. While a change of ownership in the East China business at the end of the first quarter of the previous year boosted the figure, the company says the opening of a net 1010 stores during the 12 months – a 13 per cent increase in the network – and a 3 per cent increase in same-store sales also played a part.

    First-quarter Starbucks China operating income rose 13 per cent to US$225.1 million, from $196.8 million. But the company’s operating margin declined 530 basis points to 18 per cent, primarily due to the impact of the East China ownership change.

    CEO Kevin Johnson said the company delivered solid operating results in the first quarter, demonstrating continued momentum in the business, as it drives a growth-at-scale agenda “with focus and discipline”.

    “Comprehensive efforts to streamline our business have allowed us to focus on three key strategic initiatives that position Starbucks for long-term success: accelerating growth in our targeted markets of the US and China, expanding the global reach of the Starbucks brand through our Global Coffee Alliance with Nestle, and increasing shareholder returns.

    “Combined with our efforts to build and amplify the Starbucks brand, we expect these initiatives will position the company to drive predictable, sustainable growth and shareholder returns for years to come,” concluded Johnson.

    In the 13-week first quarter, which ended December 30, global comparable-store sales increased 4 per cent, driven by a 3 per cent increase in the average sale. Americas and US comparable-store sales increased 4 per cent, with transaction numbers flat.

    China-Asia-Pacific comparable-store sales increased 3 per cent, including 1 per cent transaction growth, with China comparable-store sales up 1 per cent, but the number of transactions down 2 per cent.

  • Taco Bell reveals massive expansion plan in Asia

    Taco Bell reveals massive expansion plan in Asia

    US Mexican-themed dining chain Taco Bell says it plans to drive growth by expanding its presence in Asian markets. The brand intends to double its number of overseas restaurants to more than 500 outlets within the next few years. Taco Bell’s previous rollouts in Asian markets have occasionally been unsuccessful. An early franchise operation in Japan closed in the 1980s, although it reappeared in the territory four years ago. The brand also withdrew from Singapore in 2009.

    “Consumers weren’t ready in terms of awareness and the brand wasn’t positioned right at the time”, said president of Taco Bell International Liz Williams. The brand now expects to fare well in the territory with its more international young population and “heightened awareness” of Mexican food.

    A new store opening in Thailand this week will be modified for the market, including a spicier salsa recipe to suit local tastes. Forty more Thai locations are planned to open under local franchise partner Thoresen Thai Agencies.

    Taco Bell, operated by Yum! Brands, has 7000 restaurants in the US.

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  • International Food Business: Current scenario and future in India

    International Food Business: Current scenario and future in India

    The misconception about Gourmet Food in India is amazing. There are many who equate gourmet with imported food, which is far from the reality. To encapsulate what the concept of gourmet is all about, let me say that it is less about the food than about the person who is the subject of the word. The term and its associated connotations are used positively to describe people with a refined taste and passion towards food.

    Add the word gourmet to any food or drink and, voila, it feels fancier, more upscale and generally more desirable. Gourmet food connotes food and drink that takes extra care to make or acquire. Gourmet food has a certain flair around it as it is usually found or made only in certain locations. The ingredients used are usually exotic, hard to find in regular grocery stores, and they are usually unique in flavor and/ or texture. Gourmet ingredients usually blend herbs and spices in an interesting manner to add flavour to the food. For example, lemon olive oil spray, black truffle balsamic glaze, and white wine vinegar are a unique take on the otherwise simple ingredients.

    Being an advocate of international food business for over 20 years now, I have seen the F&B sector in India go through various highs and lows over the years. But the one thing that I can say with absolute certainty is that the gourmet food category in the country has a tremendous scope and potential to grow in multiple areas, many of which still remain a virgin territory for food companies wanting to explore the business of international foods. We have been working diligently to bring new and exciting global gourmet food brands from all around the world to India. We have built our reputation through a commitment to offer unique products at competitive prices and we strive to never compromise on the quality of products or services that we offer. It is a passion for many of us who function in the realm of international food business and we aim to bring diversity to our Indian consumer base.

    Two-Way Trade is the Key to Future

    We firmly believe in two-way trade and in the current globalized world, it is a grave mistake to keep our consumers deprived of food options and opportunities available elsewhere in the world – from gourmet cheese to epicurean chocolates to the varieties of rice or spices or fresh fruits or exotic vegetables. The list is never ending and we must continue to explore to make it even more expansive. Unfortunately, our trade figures have been none too encouraging on this count. In the calendar year (CY) 2016, India exported consumer foods worth US$ 11 billion and imported consumer foods valued at US$ 4.25 billion. While our exports grew by 0.50 percent over the previous year, imports showed a decline of about five percent.

    The low takeoff of international food in India is surprising considering that there are quite a few success narratives around it: Italian pasta, Vietnamese basa, mayonnaise, Californian almonds, Canadian canola oil, Chileans walnuts and Washington apples, to name a few. When we look at Italian pasta, considered to be one of the most gourmet ingredients in Italian cuisine, the product is widely available in the country – from hand made to artisanal to commercially made – and it has penetrated the deepest corners of the Indian market with extensive marketing, transforming the kitchens of the aspirational Indians.

    A commodity like Californian almonds, which has about 80 percent of almond market share in India, touched a whopping US$ 693 million sales figure in India for 2016.

    For imported foods to expand their consumer base in India, it must be kept in mind that Indian consumers are rational shoppers who want value for money.

    Obviously, there is no one-size fits-all concept for a country as big as India but to have a deeper market penetration it is important to learn from the market leaders and try to do things the right way. Many of us confuse India with China, which is just not the case as the Indian market has its own set of business dynamics and consumption patterns here continue to evolve and offer valuable lessons in business.

    Teething Issues and Role of Associations like FIFI

    While on the one hand, we are facing teething issues like those associated with demonetization or Goods and Service Tax (GST), on the other hand, we also have government agencies like the Food Safety and Standards Authority of India that is willing to think out of the box and listen to the version of the trade side. We, at the Forum of Indian Food Importers (FIFI), have given numerous representations to Government of India and are pleased to note that several of our suggestions have been entertained as we always had a logical and scientific presentation to make. We still have some pending areas of concerns but are pretty confident that the regulator and trade will be able to come together on a common ground in the interest of the greater good of the food industry and consumers. Food safety is of utmost priority for us and, as industry representatives, we want global suppliers to understand the fact that Indian consumers have become very demanding and want only quality products. We are clearly out of the era when international companies looked at India as a not very important market for their food products. For many global food companies, India is now a critical country for doing international trade.

    Government’s Initiatives

    The Food and Beverage sector is governed by several Government of India agencies like Ministry of Health’s Food Safety and Standards Authority of India (FSSAI), Ministry of Food Processing and Industries (MoFPI), Ministry of Consumer Welfare, Food and Public Distribution, Ministry of Agriculture, Ministry of Commerce and Industries, and Ministry of Finance.

    With Government of India’s “Make in India” campaign, MoFPI aims to boost growth in the food processing sector by leveraging reforms such as 100 per cent foreign direct investment (FDI) in marketing of food products and by offering various incentives at the central and state government level along with a strong focus on supply chain infrastructure.

    – Government of India has relaxed foreign direct investment (FDI) norms for the sector, allowing up to 100 percent FDI in food product e-commerce through the automatic route.

    – FSSAI plans to invest around Rs 482 crore (US$ 72.3 million) to strengthen the food testing infrastructure in India, by upgrading 59 existing food testing laboratories and setting up 62 new mobile testing labs across the country. Additionally, FSSAI has been aggressively introducing numerous notifications pertaining to imported Food and Beverage category.

    – The Indian Council for Fertilizer and Nutrient Research (ICFNR) will adopt international best practices for research in the fertiliser sector, which will enable farmers to get good quality fertilizers at affordable rates and thereby achieve food security for the common man.

    International Chains Entering Indian Market

    With India opening the doors to numerous international restaurant chains, the youth is able to break the tradition and try several new international cuisines. This exposure is generating employment, changing the F&B scenario in India, bringing in international business practices, world-class technology, standard operating procedures and opening the way for trade. These chains buy imported ingredients or products to get a marketing edge or when such ingredients are not available domestically. They are able to lead the way for upscale manufacturing in the country and create more avenues for employment. It is important for us as an industry to understand that our strategy should be to grow hand-in-hand with these international chains and to open more ways for doing business with all stakeholders. Some of these chains, which already have a sizable market presence in India, are Chilli’s, Barista, Café Coffee Day, Au Bon Pain, McDonald’s, Subway, KFC, Starbucks, Tacobell, among others.

    Market Size Growing Despite all Odds:

    Despite numerous challenges such as high base tariffs and the fallout from the implementation of new regulations like demonetization and GST, the Indian market for imported and international foods is showing a noticeable growth trend. India is emerging as a favorite market destination for many national and international players in the food business. The Indian foodservice sector is valued at US$ 48 billion and is anticipated to grow to US$ 77 billion at a Compound Annual Growth Rate (CAGR) of 10 percent by 2021. The Indian food and grocery market is the world’s sixth largest, with retail contributing 70 percent of the sales. The Indian food processing industry accounts for 32 per cent of the country’s total food market, is one of the largest industries in India and is ranked fifth in terms of production, consumption, export and expected growth. The Indian gourmet food market is currently valued at USD 1.3 billion and is growing at a CAGR of 20 percent. India’s organic food market is expected to increase three times its current size by 2020.

    The online food ordering business in India is in a nascent stage but has a huge potential and a promising future. The online food delivery industry grew at 150 percent year-on-year with an estimated Gross Merchandise Value (GMV) of US$ 300 million in 2016.

    Emergence of Social Media

    We should not underestimate the role of the new generation bloggers and social media enthusiasts who are instrumental in shaping the trends and are helping brands and products to get visibility and gain popularity with the consumers. They are emerging as an alternative to the traditional media and are a less expensive media tool. However, they also act as watchdogs of quality and standards for the foodservice industry. Social media is helping to generate exciting stories around the foodservice industry but at the same time, we need more honest voices that understand the food business and its nuances better.

    Traditional Marketing Avenues Still Hold True

    While new marketing tools are becoming popular, the traditional methods should not be considered obsolete as they continue to have deeper penetration and visibility. Participation at trade shows and conferences, print and electronic media activities continue to rule the game and offer a range of visibility without comparable alternatives.

    Way Forward for the Imported F&B Industry

    The Indian consumers represent a community of diverse sentiments. A majority of them favour an experimental palate, which creates a plethora of opportunities for the international F&B sector in country. While maintaining a balance between aspiration and tradition agrees perfectly with the Indian palate, culinary trends originating in the West are promptly picked up by Indian social media and are translated on the ground with an instant recognition. The earlier practice of trends coming to India after three to five years of introduction in the Western world is now a thing of the past. This willingness to accept international trends without any inhibition has played a pivotal role in the marketing of international brands in India and has opened up the entire market for international foods. As a result, recent years have seen the launch of numerous new categories like gluten-free breads, organic chocolates and many others products in country. However, as mentioned earlier, it is important for us to ensure quality delivery to our consumers and adhere to the food safety regulations. We need a more organized voice in trade to echo the this message and to take the India story to many more global markets.

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  • Freshly brewed coffee is rising in China

    Freshly brewed coffee is rising in China

    Although Luckin Coffee, a chain of coffee shops in China,  disclosed a loss of 857 million yuan (RMB) last year, they are still positive about the potential for growth in China. Meanwhile, a Canadian coffee brand, Tim Hortons, announced its expansion into the country, planing to open more than 1,500 stores in China in ten years.

    Convenience store’s brewed coffee stand out in a crowded market

    Coffee brand giants are everywhere, but  coffee sales from convenience store never falls behind, occupying the lower level consumer market. According to the FamilyMart Co., Ltd., there are more than 2,000 stores in the country now selling freshly brewed coffee and the annual revenue in 2018 has exceeded 50 million cups. FamilyMart  revealed that their goal is to sell 100 million cups of coffee in 2019.

    Food plus coffee combo drives sales

    Another profitable coffee sales business people usually neglected is the Western-style fast food restaurant. Since KFC, also known as Kentucky Fried Chicken, upgraded the coffee products in 2015, their coffee sales has grown rapidly. In the first three quarters of 2018, KFC sold more than 63 million cups of coffee at an average rate of 2.5 cups per second.

    “The growth of coffee market among convenience store and western restaurant reflects the characteristics of current Chinese coffee market, a market with multi-level, multi-channel and multi-consumer profile.” China food industry analyst Zhu Danpeng said that this also proves the Chinese coffee market still have a big room to invest and develop.

    The current high profit of the coffee industry leads to competition

    Some industry consulting companies predict that the sales of the Chinese coffee shop will grow at a compound annual growth rate of 15% from 2017 to 2025, and will reach more than 100 billion yuan (RMB) by 2025. The number of coffee shops in China is expected to reach more than 80 thousand in the near future.

    However, the competition between freshly ground coffee market cannot be avoided. Zhu believes that one of the fundamental reasons for tight competition is that the profit of the this particular beverage industry is extremely high.

    Recently, Zhu went to Yunnan for site visit and he communicated with the local farmers. He said that the coffee bean purchase price of the famous coffee brand is about 12-16 yuan/kg, which can be used to brew 10-12 cups of coffee. In other words, the cost of coffee beans is less than 2 yuan (RMB) per cup. “It is obvious that the gross profit of this industry has reached several hundred percent.”

     

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  • Hong Kong Harry Potter-themed cafe sued by Warner Bros

    Hong Kong Harry Potter-themed cafe sued by Warner Bros

    The 9¾ Harry Potter-themed Hong Kong cafe has been sued by Warner Bros for copyright infringement. The cafe, open since 2017, has never claimed to have a formal relationship with the Harry Potter franchise – although it is festooned with art and props made famous in the popular book and movie series. Trademarks registered by the studio within the territory of Hong Kong, including “Harry Potter”, “quidditch”, “muggles”, “Professor McGonagall” and “dementors” are used liberally at the venue. Iconic features and images from the films are used in the cafe’s interior design, including the Gryffindor coat of arms and the Hogwarts Express train ticket for Platform 9¾.

    Located on Yin Chong Street in Mong Kok, the cafe features wall-mounted wands and broomsticks, stuffed owls, portraits of witches and wizards, and faux candlelight. There is even a half-disappearing luggage trolley, as featured at King’s Cross Station, complete with Hedwig in a cage.

    The drinks menu of the Harry Potter-themed Hong Kong cafe includes some Harry Potter-specific concoctions, such as the Polyjuice Potion, Amortentia love potion, golden Felix Felicis (aka “liquid luck”), and Veritaserum. Visitors 18 years and older can down a pint of Butterbeer.

    For food, the cafe serves Western starters and mains named after mythical creatures and charms from the Harry Potter series, such as the soft-shell crab Aragog salad, Romanian longhorn pumpkin pasta (after one of the dragons from Goblet of Fire), and Prior Incantato cream of mushroom soup.

    Warner Bros is seeking an unspecified sum of damages, a removal order plus multiple injunctions.

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  • Luckin, Starbucks rivalry heats up

    Luckin, Starbucks rivalry heats up

    Luckin vs Starbucks: baristas and technology are engaged in a gigantic battle for Chinese coffee drinkers’ loyalty. Seattle, Washington-based Starbucks Corporation has been the indisputable market leader in the Chinese coffee industry ever since its Beijing World Trade Center branch opened its doors in January 1999. Yet Starbucks’ two decades of coffee dominance in China appears to be reaching its end.

    While “China watchers” and retail industry insiders have been expressing concerns about Starbucks for months, it has taken Wall Street a few months to catch on; just last week, Goldman Sachs downgraded the Starbucks stock from “buy” to “neutral” for the first time in recent memory, specifically citing Starbucks’ bleak business trajectory in China as a major concern.

    Most of this concern is linked to Luckin Coffee 瑞幸咖啡 Ruixing Kafei, the young tech-forward coffee startup that has managed to build more than 2000 outlets throughout 30 mainland cities in just about 14 months of operations, reaching startup “unicorn status” seemingly overnight.

    While China is Starbucks’ largest market after the US, with roughly 3600 stores across 150 cities, it took Starbucks nearly 13 years to achieve Luckin’s current size. Perhaps even more shocking, Luckin is showing absolutely no signs of slowing down any time soon; the Luckin team has publicly announced its goal of reaching 4500 outlets across China by the end of 2019, and as of November, Luckin Coffee’s overall value was estimated to be about US$2 billion, a figure that has almost certainly risen since.

    Luckin is clearly trying to develop a mass-market coffee product that can bring the “coffee shop experience” to the working class at an ultra-competitive price point.

    While its early success may seem unfathomable, it mostly comes down to three distinct points of difference within its business model: the Luckin app, delivery infrastructure, and competitive pricing. For outsiders visiting China or first-time Luckin customers, the most noticeable quirk of Luckin’s business model is that customers are forced to use the Luckin app to purchase a coffee in a Luckin store or have Luckin coffee delivered to their office or home. Luckin does not accept cash payments at all: there are no tills inside Luckin stores. Fortunately, Luckin offers new users a free beverage after their first download, to lessen the pain a little. While this may seem perplexing to many outsiders, this is a feature that distinctly appeals to an increasingly app-focused Chinese consumer base who prefer digital payments to cash.

    Tensions rising

    With tensions rising between China and the US, Luckin has another unique competitive advantage: its status as a truly Chinese coffee brand, owned by Chinese people and tailored specifically to the unique tastes of the Chinese market. If these tensions continue to grow worse, one can expect Luckin to follow the trend of many other Chinese companies by appealing directly to this patriotic sentiment and further distancing itself from the distinctly American image of Starbucks.

    With Luckin’s CEO Jenny Qian Zhiya and most of its senior leadership coming directly from UCAR, a ride-hailing service spun out of rental car giant Car Inc, it should come as no surprise that transportation and delivery are two key focus points of the business. With the exception of a few sit-down locations in hot real estate areas, the vast majority of Luckin Coffee locations do not offer customers a place to sit. While many locations have space for customers to wait in line and pick up drinks, roughly half of Luckin stores are “preparation stores” that focus solely on preparing beverages for the endless queue of Luckin delivery drivers. Thanks to this elaborate and effective delivery system, customers can usually expect to get their coffee quickly; Luckin claims the average delivery time is roughly 18 minutes, (and even during the busy morning hours in my Beijing office park, I never had to wait longer than 30 minutes). With young Chinese city-dwellers becoming more and more reliant on delivery services like Ele.me and Meituan Waimai, Luckin’s impressive delivery capabilities allow the company to remain convenient and attractive. As a side benefit, this store setup also allows Luckin to place most of its shops in cheaper out-of-the-way locations with limited foot traffic, allowing for significant real estate savings.

    Price the differentiator

    Perhaps the most important point of differentiation between Luckin and Starbucks is price.

    While Starbucks generally charges at least 35 RMB (US$5) for most of its coffee drinks, Luckin’s prices generally fall in the 20 to 25 RMB range, with only a 6 RMB surcharge for delivery.

    Luckin also regularly runs promotions that bring the price per cup down to as little as 10 RMB, prices no competitor has been willing to match. While the exact price of a Luckin coffee fluctuates dramatically due to promotions, customers can generally expect to pay 30-40 per cent less than they would pay for a similar drink at Starbucks. Perhaps even more appealing, Luckin’s widely used “refer a friend” system rewards users who convince their friends to download the Luckin app with a free beverage.

    These three aspects of Luckin’s business platform have clearly caught on with young Chinese customers and urban office workers, who are increasingly looking for cheaper and more convenient coffee options. It appears that Starbucks ultimately has little chance of competing with Luckin in this lower end of the market. While Starbucks does have an app developed for the Chinese market, it is not nearly as intuitive or eye-catching as Luckin’s well-developed system. Similarly, after Starbucks failed to catch the wave of China’s food-delivery boom, it may be too late for Starbucks to substantially overhaul its delivery capabilities. Starbucks did not implement its own internal delivery service until August last year, arguably three years too late.

    Until last summer, Chinese customers have been forced to improvise their own “hacked” Starbucks deliveries through the app Ele.me; those wanting Starbucks coffee had to use an unwieldy two-step process using two separate apps to get their drinks delivered.

    While Starbucks could use its resources to develop a more effective app and more efficient delivery system for the Chinese market, it is likely too little, too late; after ignoring these two major trends in Chinese retail over the past few years, Starbucks is already considered an inconvenient option by rushed coffee customers, an image that will prove hard to shake off. And after spending nearly two decades cultivating the company’s image as a high-end aspirational brand for the emerging Chinese middle class, it is unlikely Starbucks can drop its prices enough to compete with Luckin’s promotional pricing.

    Going high

    Ultimately, it seems Starbucks has no choice but to “go high” in this market. While Luckin has already cemented itself as the most popular option among working-class coffee drinkers looking for an everyday beverage option, the startup has yet to grab the attention of the more status-driven higher end of the coffee market. As many industry insiders have pointed out, Luckin’s “take-and-go” model and delivery focus does not offer customers the high-end experience of whiling away an afternoon sitting at a coffee shop. So while Starbucks executives certainly have significant reason to be concerned over their dwindling market share, Starbucks still maintains a solid grasp on the market for customers seeking a true coffee experience, rather than just caffeine boost to get them through the day.

    This split in the market has been happening naturally, and is quite apparent: if you visit a Luckin outlet in any tier-one Chinese city, you will most likely encounter either a delivery man holding several bags to be delivered or a young office worker making the coffee run for his or her office, taking 10 or 20 cups back up to the office. Meanwhile, the most common sight at an urban Starbucks location is a store filled with tables, each crammed with Chinese millennials or parent groups chatting the afternoon away. In a sense, this harkens back to the ethos of the company’s original entry into China in the late 1990’s: Starbucks built its business in China by providing customers with第三空间 di san kong jian, a “third place” between home and work that functioned as a public conference room or a relaxing respite from the busy world outside, an important societal role that was traditionally satisfied by China’s ancient tea house culture. As Gwynn Guilford, reporter for Quartz, puts it: “In China, Starbucks doesn’t sell coffee to make its millions… it rents couches.”

    If the statistics are to be believed, there is certainly space in the market for both companies; Chinese citizens drink just four to six cups of coffee per year on average, compared to 250 among British residents and 360 for Americans. While Starbucks will likely continue to face struggles as the company redefines its hold in the Chinese market, this year we will see how Luckin Coffee’s unique business model fares – will Luckin continue to set record-breaking growth numbers, or will it shatter before showing any profit?

    –Hunter White-

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  • H&M Tested New Concept and Digital Developments

    H&M Tested New Concept and Digital Developments

    Global fast-fashion retailer H&M plans to introduce further digital services and features to improve its customer experience both in physical stores and online. The brand launched a series of tests in selected stores last year while rolling out digital features and services to boost its customer offer, experimenting with factors such as the interior and exterior, the product range and the overall look and feel of its stores. The firm also introduced technical solutions to make it easier for both staff and customers to navigate stores and identify fashion favourites.

    H&M plans to continue that work this year in line with the firm’s omnichannel strategy. Testing this year will include cafe concept It’s Pleat, a florist shop-in-shop, self-service checkouts, monogramming services and repair services as well as a digital wall where customers can share their H&M favourites under the #HMxME tag.

    “These stores give us a chance to try out and explore new concepts and activities to make our stores more inspiring and offer customers a great experience,” said H&M MD Fredrik Olsson.

    “We are looking forward to continuously evaluate these tests where we are exploring the strength of a global brand in combination with a more personal touch and local relevance. We are also rolling out digital services and features to offer fashion fans inspiring and seamless shopping in line with our omni-channel strategy.”

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  • Restaurant association questions deep discounts on Swiggy, Zomato

    Restaurant association questions deep discounts on Swiggy, Zomato

    The National Restaurant Association of India (NRAI) on Tuesday said it has raised concerns over deep discounting and data masking by food ordering and delivery startups such as Swiggy, Zomato and Ola’s Foodpanda. According to a report, The restaurants’ body said it flagged issues regarding misuse of dominant position, in a meeting with the app-based food ordering and delivery startups.

    “NRAI delivery task force had its first meeting with Swiggy, Zomato, Uber Eats and Foodpanda today (Tuesday). Concerns of the standalone and chain business operators regarding deep discounting, data masking, right to use own logistics, private labels and ad hoc campaigns were put forth,” NRAI president Rahul Singh said in a statement.

    Stating that the “concerns have been well taken”, he said, “we aim to continue these meetings on a bi-monthly basis for communicating feedback from the restaurant industry to the aggregators to ensure a healthy business environment for all stakeholders.” NRAI is the apex body of the Indian restaurant industry, representing over one lakh restaurants across the country.

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  • Tom n Toms plans Myanmar expansion

    Tom n Toms plans Myanmar expansion

    South Korean Cafe chain Tom n Toms has started to launch outlets in Myanmar. Tom n Toms Myanmar has opened two locations in Yangon so far, at the international airport and the Kantharyar Centre, with a third planned for Yankin Township. Information from Myanmar International Business Alliance Company operation director Aung Sithu Khant revealed a fourth planned outlet at the Secretariat Building in Yangon.

    “Myanmar people and coffee brands have been friendly for a long time,” said Khant.

    “We opened these outlets hoping that Myanmar people can taste a high-quality coffee with reasonable price. Next month, strawberries from south Korea will be selling in Myanmar. We will introduce a menu connecting with strawberries.”

    Khant said the third outlet will be opened soon. Future Tom n Toms cafes are expected to open in Mandalay, Taunggyi, and the capital city, Nay Pyi Taw next year.

    “The main thing is the customer is always first. Therefore, we will pay special attention to coffee and other foodstuffs”.

  • Bite & Bite with Line Friends cafe opens

    Bite & Bite with Line Friends cafe opens

    The world’s first Bite & Bite with Line Friends cafe has opened at Hong Kong International Airport. Operated by food and beverage company SSP Hong Kong, the cafe is located on level 7 near gate 201. The cafe combines original Line Friends characters with a variety of dishes ranging from breakfasts through to snacks and dinner fare in a 60-seat dining area. The menu features both Korean and western food.

    Line, a chat program headquartered in Japan owned by South Korea’s Naver Corporation, has opened Line Friends stores in Bangkok, Hong Kong, Seoul, Shanghai, Tokyo, Taipei, New York and Los Angeles, all selling memorabilia featuring the characters of software.

    The Bite & Bite with Line Friends cafe also sells lifestyle products, souvenirs and travel items, such as neck pillows, luggage tags and travel bags.

    View gallery below for pictures (6 images) :

     

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  • F&B procurement startup lures Japanese investor

    F&B procurement startup lures Japanese investor

    Kamereo, a Vietnamese sourcing platform for restaurants, has raised $500,000 in seed funding from Japan’s Genesia Ventures and Velocity Ventures Vietnam. Japanese Taku Tanaka, founder of Kamereo, said the newly acquired money would be used to upgrade the platform’s service offerings and strengthen the customer care team. “We use technology to solve the buying and sourcing problem, and restaurants can focus on their core business to bring the best culinary experience to customers. In future we will expand our services to other sectors and regions.”

    From his experience, Tanaka, who moved to Vietnam in 2015 as CEO of a pizza chain, found that procurement operations were mainly labor-intensive and inefficient.

    “We believe that technology can solve this problem, providing solutions to reduce the cost of personnel in a transparent and accurate manner,” he said.

    The Ho Chi Minh City-headquartered business-to-business procurement platform, established last June, now has more than 4,000 product categories, 120 partner suppliers and 200 registered restaurants.

    While Kamereo will focus its resources on Vietnam for now, it is planning a series A round of funding involving a few million U.S. dollars in late 2019 or 2020 to expand in Southeast Asia.

    The funding came amid a technology startup boom in Vietnam’s F&B market where delivery platforms such as GoViet and Grab battle for market share down the supply chain.

    A report published last October by Vietnam Research said Vietnamese spend more than a third of their income on food and beverages ahead of education and utilities.

    Global research firm Nielsen also considered F&B one of the most attractive industries, with the potential to become a major player in the Vietnamese economy, citing findings from one of its studies which found food and beverages were two of the 10 most bought products online in 2017.

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