Barista - Cs & Marketing Case Study
Barista - Marketing & Strategic Management Case Study
a. Market Offering:
Barista offered a ‘chill out’ experience with coffee for emerging urban youth and also created the right ambience for executives to meet over a cup of coffee. They also opened new concept stores called Barista Crème as premium cafes offering much wider range of food and beverages.
b. Current Positioning:
Unlike Café Coffee Day that has positioned itself as coffee hubs, Barista positioned itself as fine cafes and as experiential cafes. According to research, about 46% of Barista’s customers are in the 20- 35 age- group. The majority of these are students and young urban professionals. The pricing of coffee at Barista was much higher than its competitor Café Coffee Day.
c. Product Mix: Alternatives: Barista should consider other products that go well with coffe for the Indian customer – this can be some pakoras , samosas, other fried products, idli, cakes and puffs etc so that the customers can enjoy coffee with various combinations. They can alo think of introducing various types of tea apart from coffee.
Implications: This approach will draw customers who want to have snacks with coffee or tea and this can help in increasing the footfalls.
Recommendation: Barista should consider the above alternatives to become more popular and to increase sales.
d. Pricing: Alternatives: Instead of uniform pricing Barista should consider location based pricing of its offerings.
Implications: The purchasing power varies in different locations of India including the metros, semi-urban and rural areas. Due to this reason a premium offering from Barista will not be an attractive option for people in various parts of the country.
Recommendation: Barista should study the purchasing parity in various regions of India and accordingly it should price its products to
a. Market Offering:
Barista offered a ‘chill out’ experience with coffee for emerging urban youth and also created the right ambience for executives to meet over a cup of coffee. They also opened new concept stores called Barista Crème as premium cafes offering much wider range of food and beverages.
b. Current Positioning:
Unlike Café Coffee Day that has positioned itself as coffee hubs, Barista positioned itself as fine cafes and as experiential cafes. According to research, about 46% of Barista’s customers are in the 20- 35 age- group. The majority of these are students and young urban professionals. The pricing of coffee at Barista was much higher than its competitor Café Coffee Day.
c. Product Mix: Alternatives: Barista should consider other products that go well with coffe for the Indian customer – this can be some pakoras , samosas, other fried products, idli, cakes and puffs etc so that the customers can enjoy coffee with various combinations. They can alo think of introducing various types of tea apart from coffee.
Implications: This approach will draw customers who want to have snacks with coffee or tea and this can help in increasing the footfalls.
Recommendation: Barista should consider the above alternatives to become more popular and to increase sales.
d. Pricing: Alternatives: Instead of uniform pricing Barista should consider location based pricing of its offerings.
Implications: The purchasing power varies in different locations of India including the metros, semi-urban and rural areas. Due to this reason a premium offering from Barista will not be an attractive option for people in various parts of the country.
Recommendation: Barista should study the purchasing parity in various regions of India and accordingly it should price its products to