CCD COffee War
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Transcript of CCD COffee War
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Coffee Wars in India - Café Coffee Day Takes on the Global brands
Managerial Communication 2 - Project
Submission
Coffee Wars in India - Café Coffee Day Takes on the Global
brands
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Coffee Wars in India - Café Coffee Day Takes on the Global brands
Problem Analysis
With the arrival of global coffee chain Starbucks in India, market leader Cafe Coffee Day
(CCD) stands to lose out on some of its higher end customers. This has forced the senior
management, CCD Founder and Chairman, V.G. Siddhartha and Director, Venu Madhav of
CCD to contemplate how CCD can retain its market leadership position in Indi and
ward off any threat to their market share by Starbucks.
CCD, the first mover in coffee retail and coffee chain brand in India, is currently leading with
60% market share. It operates Cafes (800-1000 sq ft), Lounges (1500-2000 sq ft), Squares
(2500+ sq ft) and Express outlets offering variation of coffee, snack, and meal options at a
comparatively affordable price, in Tier-1 & Tier-2 cities in India. They currently have close
to 1500 stores and 1000 takeaway, and have plans to open another 400 stores in next 30
months. Target segment for CCD is middle and upper middle class, aged 15 to 30. Indian
coffee market has huge potential of growing; owing which CCD has further expansion
plans in place. There already exists a small presence of foreign Coffee chain stores in India,
such as Costa Coffee (UK), Lavazza (Italy), Gloria Jean’s (Australia) and Coffee Bean and
Tea Leaf (Southern California, US), but these players have struggled to make significant in-
roads in the Indian market due to their small scale of economy and the disadvantage of
entering India at the peak of reality prices. Starbucks, though, is in a different league due to
its international image and joint venture with Tata Group. Starbucks has opened 11
premium coffee stores in 6 months, split between Mumbai and Delhi and plans to have 300
stores in next 3 year. Currently Starbucks and CCD are locking horns only for the Premium
segment but due to Tata group’s access to premium realty space and own coffee
plantation, there are strong chances of Starbucks targeting regular coffee chain segment as
well.
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Coffee Wars in India - Café Coffee Day Takes on the Global brands
Decision Analysis
CCD must consider Starbucks a strong threat to their market leadership and adopt an
aggressive approach towards Global expansion and Customer Relations. It must decide on a
short term, medium term and long term strategy to tackle Starbucks and creating an
international image for itself.
CCD could also choose to go for ‘a slight course correction’ approach by concentrating solely
on improving their processes and offerings and responding to what Starbucks bring on to the
‘table’.
In order to justify the need for an ‘aggressive’ approach, it is important to look into following
parameters:
Growth Potential of Coffee chain market in India: Owing to its global brand recognition,
Starbucks has attracted enormous media coverage and long queues of customers at its launch.
It comes with an international image which is very popular in Indian youth culture (current
target segment of CCD).
Also, CCD‘s first mover advantage in terms of access to premium real estate at relatively
cheaper price and, successfully working backward integrated model could be nullified by
Starbucks’ association with Tata Group. Tata Group owns coffee plantation and premium
retail space, similar to what CCD owns.
India is a growing retail market and Indian Coffee retail & Coffee chains market is no
exception. Since both CCD and Starbucks have means, it gives them an equal opportunity to
increase their share of the bigger pie. So it comes down to the question that which, out of the
two, can capitalise more on this opportunity.
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Coffee Wars in India - Café Coffee Day Takes on the Global brands
Access to premium realty space & raw material: Both CCD and Starbucks (in turn Tata
Group) own premium realty space as well as Coffee plantation and hence capable of fully
backward integrated operations model. Again, this gives both CCD and Starbucks an equal
opportunity and a stand apart from other foreign and local coffee chain retailers.
CCD’s Global aspirations: CCD has long term ambition to be recognised as an international
plan. They aspire to be number 2 or 3 in world in next 20 years.
Starbucks success in China: Starbucks comes to India on the back of its success in
establishing itself as a big player in China. Many were sceptical when Starbucks entered
China but it partnered with local firms, as it associated with Tata Group in India, in order to
obtain local expertise about consumer tastes in various regions. It was also able to educate
Chinese consumers about Coffee and influence the culture of Chinese people working at
coffee bar. This indicates that Starbucks has the expertise and vision of replicating its
successful Chinese policy in India.
Quality and Service: CCD’s service and quality is at a decline, as Starbucks has been able to
poach 15-17% of the CCD staff (though no one from CCD management yet) for higher
salaries. On the other hand, Starbucks, even though only at 11 stores currently, has shown its
focus on service and quality already.
Action Plan
CCD should continue specializing in its particular strengths and resist temptations to mimic
Starbucks’ operations.
Specifically, in the short run (1 -2 years) CCD should:
Make internal improvements to training centres to increase employees’ customer service
skills,
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Coffee Wars in India - Café Coffee Day Takes on the Global brands
Build loyalty and commitment among its employees by introducing some employee
benefit programs like providing health insurance to help control attrition rates,
Concentrate on maintaining an updated menu and store appearances with consumer
preferences, and
Look to expand new cafes in the urban areas of metropolitan cities.
CCDs market leadership position is owed to customer loyalty so in the medium run (2-5
years) CCD must establish and retain customer loyalty by opening more lounges and squares
(increase from existing 3% to 20% of stores portfolio) to maintain customers that are aging
from teens and 20s into 30s and 40s. CCD should also consider increasing their penetration
further in Tier-2 and Tier-3 cities as they are untapped by Starbucks and other foreign brands
as yet - Open 700 more stores in next 30 months, including 300 in tier 3 cities. It should also
increase visibility of the CCD brand and hence increase advertising budget from $3m to $5m.
In the long run (5-15 years), it must expand internationally in existing and new foreign
locations, and establish itself as a Global brand. Examples of China and India, which were
predominantly tea drinking countries, turning out to be big Coffee chain market suggests that
complete Asian market is yet to be tapped. So they should first target expanding in South and
South-east Asia in next 5-8 years (300 new stores) and then expand in Europe to strengthen
their brand.
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