Cafe Coffee Day

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W16488
CAFÉ COFFEE DAY: BRAND TRANSFORMATION THROUGH
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REPOSITIONING
Ashita Aggarwal and Sulakshana “Lulu” Raghavan wrote this case solely to provide material for class discussion. The authors do not
intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names
and other identifying information to protect confidentiality.
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Copyright © 2016, Richard Ivey School of Business Foundation Version: 2016-08-19

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Bidisha Nagaraj, head of marketing at Café Coffee Day (CCD), received the brand audit report from the
company’s consumer research department. It was the start of financial year (FY) 2008/09, and the marketing
department had to reallocate its budget towards brand building. As Nagaraj studied the report, she knew
there was a problem. The CCD brand had evolved over time, but there was a clear gap between the intended
brand identity and the actual brand image. The brand was perceived to be accessible, comfortable, and
youthful—a “regular guy/girl” brand image—but was not considered to be sociable, inspirational, and
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dynamic. CCD’s positioning as “a third place” (after home and work) used the tagline, “A lot can happen
over coffee.” This positioning was becoming non-differentiated and was losing relevance among the
company’s core target group (young Indian consumers) because it was built around the intangible themes
of love, friendship, and ambience.
Although CCD had a first-mover advantage, there was a need to refresh the brand to sustain it in the
marketplace. CCD had to make sure that its positioning was relevant, youthful, and clear, and that it had a
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well-defined and differentiated café experience that encouraged customers to come more often and stay
longer. Global consulting firm Landor Associates (Landor) was tasked with repositioning CCD and creating
a well differentiated and resonating customer experience. Landor conducted a detailed customer and
competitor analysis to generate positioning options and choose the one that was most credible for the CCD
brand and connected well with its customers.
BACKGROUND
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CCD pioneered café culture in India in 1996. It started with Internet cafés in which the company served
coffee. However, CCD soon realized that this strategy was not ideal to build the brand, so it moved towards
the “coffee and conversation” model instead.
The company opened its first outlet in Bangalore, targeting its main product, coffee, to the urban youth of the
area. CCD was owned by Amalgamated Bean Coffee Training Company Limited (ABCTCL), which was
India’s largest coffee conglomerate. It had a fully integrated business (from coffee plantations to cafés) and
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Permissions@hbsp.harvard.edu or 617.783.7860
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sourced coffee from 5,000 acres of coffee estates (the second-largest operation of its kind in Asia). It was one
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of India’s leading coffee exporters, with clients across the United States, Europe, and Japan. The CCD retail
chain was an important line of business for ABCTCL because of its immense retail opportunities.1
Indian coffee houses popularized Indian filter coffee in the mid-1940s. These coffee houses provided a
space for gatherings and conversations, and “coffee house culture” became synonymous with a certain
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higher-class demographic. Until the 1990s, coffee drinking in India was restricted to intellectuals, South
Indian traditionalists (people from South of India, which is a prime coffee drinking region in India), and
affluent coffee shop visitors. These coffee houses were serious meeting places but with an uninviting
ambience. As the café culture in neighbouring international markets grew, the demand for the relaxed and
fun “hangout spots” that these cafés offered for the emerging urban youth began to spread to India.2 Unlike
coffee houses, these cafés were modern spots for young people. CCD pioneered these cafés in India in
1996. Specialist coffee chains in India grew at a rate of 45 per cent and exceeded US$9 billion revenue in
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2008. According to the Coffee Board of India, domestic coffee consumption increased by 5 to 6 per cent
annually due to the expansion of café culture and the spread of brewed coffee throughout India.3
Westernization and its accompanying social changes further cemented coffee’s presence in the lives of
Indian consumers. It also made cafés very popular among teenage students and young adults, and CCD
became the most popular spot for youth in the Indian coffee retail space. The company had over 300,000
customers enter its cafés every day, with average foot traffic of 500 people per location per day. Each
customer stayed approximately 45 minutes per visit in the café and spent an average of ₹150 per person.4
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According to CCD management, the margins on coffee alone were 60 to 90 per cent; however, including
food, the margins became 35 to 40 per cent. CCD had a gross revenue of around ₹50.5 billion in 2008, and
its earnings before interest, taxes, depreciation, and amortization were around 15 per cent.
Café retailers covered 170 out of 3,000 cities in India, and the organized coffee market in India was
estimated at ₹6 billion. CCD was a leader in the coffee retail business and had a market share of 34 per
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cent, followed by Barista, with a share of 16 per cent. CCD had 595 cafés across 100 cities in 2008 and
aimed to grow to 972 cafés spread over 142 cities by March 2009. Its focus was on Tier 1 and metropolitan
towns, including Bangalore, Chennai, Mumbai, Pune, Ahmedabad, Kolkata, Delhi, and Hyderabad. CCD
had a turnover of ₹8 billion in 2008 and spent an average of ₹4 million per store annually, as fixed and
variable expenses.5
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CONSUMERS IN INDIA
India was becoming a consumption-oriented nation, and consumers not only sought satisfaction but
demanded a holistic brand experience. As a country, India was at the “esteem” level on the Maslow
hierarchy of needs.6 However, Indian consumers were at different stages, mostly clustering between the
1
“Cafe Coffee Day Going Global,” Rediff.com, October 9, 2007, accessed August 24, 2015,
www.rediff.com/money/report/cafe/20071009.htm.
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2
Devina Joshi, “Trailblazers: The Bean Counters: Cafe Coffee Day,” afaqs!, October 1, 2009, accessed August 24, 2015,
www.afaqs.com/news/story/25074_span-classhtext1Trailblazers-The-bean-countersspan-Cafe-Coffee-Day.
3
R. Srinivasan, S. Archana, and Kunal Bhagat, “The Coffee Day Journey: Cup by Cup,” Indian Institute of Management, 2014,
accessed August 23, 2015, http://tejas.iimb.ac.in/articles/79.php.
4
₹ = INR = Indian rupee; all currency amounts are in ₹ unless otherwise specified; US$1 = ₹48.9 on November 31, 2009.
5
“Brewing Success: Café Coffee Day Is on a Roll,” The Wharton School of the University of Pennsylvania, June 26, 2008,
accessed October 27, 2015, http://knowledge.wharton.upenn.edu/article/brewing-success-caf-coffee-day-is-on-a-roll/.
6 Saul McLeod, “Maslow’s Hierarchy of Needs,” Simply Psychology, 2014, accessed April 16, 2015,
www.simplypsychology.org/maslow.html.
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“belonging” and “esteem” need states. “Belongingness” continued to be the strongest need for most Indian
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consumers because of their cultural conditioning.6
Fifty-four per cent of the Indian population was less than 35 years old, and the average age was 26. By
2020, India’s urban population was forecasted to increase from 28 per cent of the country to 40 per cent.7
With the opening up of the economy and the influence of Western culture, Indian youths were becoming
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more globally aware. The urban middle class was growing and had more money to spend. These consumers
were more confident, more likely to take risks, and more likely to prize individualism and independence.
The consumer mind-set was also changing from collectivism to individualism. Due to this change of mind-
set, consumers’ perceptions of value had grown more nuanced. As middle-class Indians grew and became
more acquainted with the rest of the world, they increasingly sought to emulate global buying habits, such
as the following preferences:
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Branded experiences that offered a sense of adventure and escape.
 Brands with a social and environmental ethos.
 Brands that openly sought out dialogue with their consumers.
 Brands that could deliver unique experiences.
 Brands that would expand their customers’ worldview.
Consulting firm McKinsey & Company predicted that by 2025, India’s middle class would grow from 50
million to 583 million.8 This presented a huge opportunity for CCD to expand in the domestic market. In a
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market where international companies delivered a café experience that felt exclusive and elitist, and where
customers were dealing with the day-to-day pressures of “getting ahead,” a new generation of young
consumers was emerging to redefine and reshape the face and culture of India.
CCD’S BRAND IDENTITY AND VALUES

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CCD’s typical customers were mostly students and young professionals belonging to higher socioeconomic
segments. CCD was a youth-oriented brand and focused on being an affordable and a trendy place for
college students (see Exhibit 1). The brand was created for the masses; it was accessible and affordable, but
not cheap. The company’s tagline (“A lot can happen over coffee”) captured the brand essence. CCD
articulated its brand positioning as the consumer’s “third place”—a place for young and young-at-heart
people to go to get away from the two dominant environments: the home and the workplace.
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CCD’s brand imagery was built around being a pioneer and leader brand that served as a meeting place for
both male and female 15 to 29 year olds (see Exhibits 2 and 3). CCD’s functional benefit centred on its freshly
made superior beverages, served by friendly and informed staff in an invigorating ambience. It intended to
deliver the emotional benefit of uninhibited enjoyment, recharging one’s being, and sparking exciting
experiences and moments. The brand wanted to be known as a “happening place with a lot of action.”
As CCD embarked on its rebranding journey, it conducted brand archetype research to study the brand
perceptions and image (see Exhibit 4). The results clearly highlighted the gaps that existed between its
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brand image (archetype) and its brand identity. Although the brand was perceived to be accessible,
7
Shirish Sankhe et al, “India's Urban Awakening: Building Inclusive Cities, Sustaining Economic Growth,” McKinsey Global
Institute, April 2010, accessed May 10, 2015, www.mckinsey.com/insights/urbanization/urban_awakening_in_india.
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Jonathan Ablett, Aadarsh Baijal, Eric Beinhocker, Anupam Bose, Diana Farrell, Ulrich Gersch, Ezra Greenberg, Shishir
Gupta, and Sumit Gupta, “The ‘Bird of Gold’: The Rise of India’s Consumer Market,” McKinsey Global Institute, May 2007,
accessed May 12, 2015, www.mckinsey.com/insights/asia-pacific/the_bird_of_gold.
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comfortable, and youthful, it was not perceived as inspirational or dynamic—qualities that could facilitate
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a relaxed atmosphere and help people socialize.
This was a clear call for CCD to transform the brand by defining its positioning and creating a differentiated
experience for building customer engagement. Accordingly, Nagaraj decided to appoint a professional and
independent consultant to assess the problem and suggest a way forward. After meeting many agencies and
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brand consulting organizations, the task was finally handed over to Landor.
CHALLENGES
The Landor team sought to understand CCD’s business challenges before assessing the brand issues. CCD
was growing and was popular among customers, but management wanted to push beyond this comfortable
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position towards global and domestic expansion, and brand equity was the key driver in this process. The
brand asset valuator (BAV) study9 showed that CCD was relevant but not differentiated; hence, it was
losing its brand image. Customers felt that the CCD brand proposition, while extremely relevant, was
generic and non-differentiated, which made price a deciding factor. The brand did not look and feel the
same and had inconsistent brand delivery across customer touchpoints. Overall, the brand lacked signature
experiences and appeal. CCD management felt that with the advent of cable television and with media
exposure, urban youths were exposed to cultures from across the world and were seeking world-class yet
accessible experiences. Landor was convinced that CCD needed coherent brand rejuvenation, new
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positioning, and evolved brand identity design. Landor set out to identify this new positioning platform for
CCD using a series of four strategic steps.
Step 1: Competition and Brand Analysis

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Landor wanted to first understand the brand in greater detail, especially with respect to competition. It
conducted “competitive audits” for various retail café brands in India. The coffee retail market was growing.
Therefore, aggressive competition for CCD came from new and potential entrants in the market including
Barista, Costa Coffee, Mocha, Java Green, and Nescafé. Many international players were also interested in
the Indian coffee market. Starbucks had initially planned to enter India in 2007 but decided to postpone its
entry and later officially withdrew its application to operate as single brand retail store.
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Landor looked at the various competitors on the basis of their differentiation and relevance in order to map
the category (see Exhibit 5). It was clear that CCD’s brand differentiators (e.g., premium coffee, pioneers
in coffee culture, Indian coffee leader, pan-India footprint, and value for money.) were no longer unique
and exclusive; they were non-differentiating factors and easily replicable by the competition. Furthermore,
customers did not perceive product and service range as an experience, so CCD not only needed a well-
defined and differentiated positioning but also a plan for creating customer experiences that could
communicate the value. The company knew that its “regular guy/girl” image and top-quality coffee were
not enough to differentiate the brand (see Exhibit 6).
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The “regular guy/girl” archetype was consistent with the collective Indian psyche and helped to cater to a cross-
section of consumers. This archetype also differentiated CCD positively from more elitist brands and made it an
“every day, every occasion, every mood” brand. However, Landor had certain doubts regarding this archetype:
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The BAV study was conducted by Rediffusion Young & Rubicam and had been used in 50 countries; “BAVALAB,” Young &
Rubicam, accessed May 12, 2015, www.yr.com/BAV.
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It was not sufficient to enable CCD to compete with new coffee chains (especially the international
brands), based on the quality of the coffee.
 It would not likely be able to help CCD offer a unique and differentiated experience.
 It would not be able to sustain itself in the face of more aggressive competition.
 It would not likely be aspirational for changing consumers and could actually dilute the brand’s stature
over time.
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 As Indian society continued to evolve from collectivism to individualism, this archetype would have
trouble enduring and remaining relevant.
Landor knew that a thorough understanding of customers and their purchase behaviours was important for
CCD to pave the way forward and generate new positioning options.
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Step 2: Consumer Research and Gaps in Intended Brand Identity (Envisioned by CCD Management)
Just before Landor came on board, Nagaraj had commissioned her consumer research department to do a
primary study on the CDD brand. A total of 63 in-depth interviews were conducted in six cities. The sample
was distributed across three age segments: 18–24 years, 25–35 years, and 35–45 years. Landor wanted to
further understand these consumers and their current relationships with the CCD brand.
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The results of the study revealed that CCD enjoyed a strong standing across these segments. It was clearly
seen as an affordable and accessible brand, compared to more elitist brands like Mocha and Barista (which
were seen as formal, serious, and affluent, with a threatening image). CCD was perceived as more consistent
and reliable, like local player Nirulas (seen as Indian and family-oriented), and offered an ambience that
was modern and youthful, but not intimidating. The brand was defined as a “young hangout” and enjoyed
greater social acceptance. It was considered an acceptable place to interact and a safer destination for
women. In short, CCD was universally accepted as a familiar, accessible, youthful, and comfortable brand.
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One customer described it as “quite a cool place and good to hang out [in] . . . . [It attracts a] cool college
crowd . . . [and is] a good place to make friends . . . . [It is] an informal place and even working people
come here to relieve stress.”
Younger customers saw CCD as a “comfort zone; an accessible youth hangout where they could meet for
conversation, relaxation, unrestricted fun, and freedom.” They perceived it as a place to be oneself and meet
“young and happening” people. For older customers, the brand was associated with a youthful and carefree
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environment that was lively and full of activity. It had a sense of belonging to the youth culture, took away
stress and tension, and helped people relax. CCD represented “a home away from home, where anyone was
welcome, anytime.” For management, CCD stood for youth, fun, and happiness.
For younger customers, the brand experience was comfortable and made no demands. It captured the spirit
of youth and celebrated each ordinary day. For older customers, the CCD experience was bustling with
activity and energy. It enabled them to slip in quietly and partake in it. It spread cheer, stimulated
conversation, and enabled relaxation. For management, the brand embodied originality (since the company
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grew its own coffee), value for money, and service quality (see Exhibit 7).
According to customers, the following aspects made CCD unique:
 A youthful feeling of a youthful ambience, which was unlike the mature and sophisticated feel of a
Barista or a Mocha café
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Non-intrusive, restrained service, which was not overbearing
 Table service as opposed to self-service, which was consistent with Indian notions of hospitality (as
opposed to McDonald’s or Barista)
 Affordable pricing (ideal for younger customers)
 A sense of belonging irrespective of age and background (i.e., a place for the “young and young at
heart”)
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 A safe, “high-class” environment at an affordable price
However, for management, CCD stood out because of its quality coffee and brewing skills, authentic quality
of service, and friendliness. The Landor team saw a gap here. It seemed that the CCD management wanted
coffee to play a central role in the customer experience and hold a place of pride, whereas for customers,
coffee was just one of the reasons to come to CCD and meet friends.
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Research showed that customers shared a close and intimate relationship with CCD. They considered CCD
to be like a friend: reassuring, supportive, sympathizing, and non-judgmental, with no pretence or façade.
However, for management, customers had a relationship of respect and guidance with CCD. This led to a
disconnect between the intended brand identity and consumers’ perceptions.
Landor wanted to further understand the CCD customer; therefore, it conducted “consumer journey
research” to evaluate customers’ perceptions of the brand experience. Besides sharing stories of their visits
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to CCD, customers were also asked about the occasions of the visits. There were multiple ideas that emerged
at both the individual and collective level (see Exhibit 8). The reasons provided for visiting CCD were more
expressive than inward-looking. Based on these results, Landor concluded that CCD was perceived more
of a “socializing” place. The CCD brand had a “regular guy/girl” archetype that aligned with the collective
Indian psyche, helped the brand to cater to a cross-section of customers, differentiated it positively from
more elitist brands, and made it an “every day, every occasion, every mood” brand.
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Step 3: Exploring the Brand Positioning Options
Research among young customers revealed that coffee did not interest them much and did not play an
important role in their decision making. An emotional aspect/connection was important to these consumers,
and, evidently, coffee did not play a significant emotional role in their lives.
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Landor mapped the retail coffee category along two critical parameters: coffee quotient and appeal (see
Exhibit 9). According to Landor, CCD had an opportunity to be a place for social interaction, inspiration,
self-expression, and international experience at an affordable price. CCD wished to use coffee as a means
to engage customers and make these experiences more unique and interactive. Its brand values promoted
collective fun, and the company believed that it became a differentiated positioning when coffee was
introduced as the “catalyst.” The objective of the brand was to create moments of relaxation and to use
coffee to help customers reach those moments.
Landor agreed with the research agency that CCD needed to shed its “regular guy/girl” image and develop
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a new archetype that could better resonate with the target audience. Landor suggested the “explorer”
archetype as a catalyst that would not clash with the core brand values. This archetype could foster an
environment of new possibilities and outcomes; however, it was not individualistic or alienating. The
advantages of this archetype included the following implications/qualities:
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A greater sense of aspiration and dynamism
 A more differentiated and powerful identity
 A more value-added café experience, moving it from mere comfort and “hanging out” to a more
involving, meaningful, enriching interaction
 A sense that CCD could help people find love and friendship
 An environment of new possibilities and outcomes, where things can happen (which fit better with the
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“a lot can happen over coffee” tagline)
 An experience that is uplifting, energizing, and youthful
Based on the opportunity space and category insights, Landor explored the following broad conceptual
territories for the brand’s positioning:
 A catalyst for social interactions
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 Self-expression in the community
 A place to “be and let be”
 Over and above coffee
 Inspiration
 Value
 Contemporary and international
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These propositions were grouped based on brand values and customer research to propose the final three
positioning options (see Exhibit 10):
 Good Company: A fun-loving, friendly, and interactive meeting place, where people come for the
coffee, but stay for the company
 Real Coffee, Real Moments: A place where people from all walks of life come together, for genuine
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and authentic moments of friendship and community interaction

 Social Hub: A stylish meeting place where the youth of India come to talk, grow, and inspire each other
Landor believed that CCD was too passive in creating a sense of collective fun, and hence, the refreshed
and repositioned CCD was to be much more proactive and evolutionary. However, it was imperative for
the brand not to lose its core associations (i.e., comfort, accessibility, and value for money). It was felt that
the Good Company positioning was more evolutionary, whereas the Real Coffee, Real Moments
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positioning and the Social Hub positioning options were neither a mere evolution nor a real departure from
the current position. According to Landor, the brand needed to change its perception from being a “comfort
and meeting” destination to a more involving, meaningful, and enriching place for interactions.
Step 4: Evaluating the Options
With a highly relevant existing brand, Landor did not believe that CCD needed to take a revolutionary
approach; rather, it needed to explore a moderate-to-strong evolutionary approach to build upon its current
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strengths and carve out a more differentiated space, while ensuring the brand’s relevance in the future.
Landor felt that some kind of “explorer” image could be added to CCD’s current “regular guy/girl”
archetype to make it more dynamic and inspirational, and help it to sustain this positioning in the future
with respect to the growing competition. The key criteria for evaluation of the brand positioning options
included the following requirements:
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Must build upon existing equity
 Must be highly differentiated today and tomorrow
 Must not alienate target customers
 Must be able to drive the customer experience at cafés in terms of layout, crockery, music, ambience
and others characteristics
 Can be used to create marketing material including posters, advertisements, blogs, websites and other
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forms of media
 Must be consistent with medium-term business objectives
The Landor team evaluated the three positioning options (see Exhibit 11). This evaluation gave the CCD’s
management team an understanding of how the three positioning options were related to the brand and
could potentially resonate with customers. Landor had to put forth the metrics for measuring the
effectiveness of the positioning decision. It proposed a post-repositioning brand audit study to understand
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the new brand’s perceptions and associations. Landor believed that the positioning decision would
definitely have an impact on sales and wallet share per customer, but these numbers would not likely reflect
the true success of the positioning change; however, it asserted that a brand image study would give a good
understanding of CCD’s image.
“It is not adequate to be just functionally and emotionally relevant. Great brands hold cultural relevance,
where the brand’s value reflects the values of its target customers,” read the opening slide of Landor’s final
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presentation to CCD management.
Although Landor would make its recommendation based on its extensive research, Nagaraj was highly
experienced in the business and also knew her customers well. Nagaraj had internal discussions with her
team; however, as the head of marketing at CCD, she had to make the final decision about the best route
for the CCD brand. Should CCD take a more evolutionary and safe approach, or move out of its comfort
zone to take a more revolutionary approach?
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EXHIBIT 1: CCD CUSTOMER PROFILE
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 Students and young professionals comprise approximately 72 per cent of customers.
 Teenagers comprise 25 per cent of customers.
 20- to 24-years olds comprise 38 per cent of customers.
 25- to 29-years olds comprise 23 per cent of customers.
 30 per cent of customers frequent CCD for products.
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 20 per cent of customers frequent CCD for celebrating special occasions.
 50 per cent of customers frequent CCD to meet with friends.
 CCD customers are socially active, go out often, and visit malls and cafés. Brands are important to
them because they serve as a source of identity expression and as a feel-good factor. CCD customers
are value conscious, seek better lifestyles, are tech savvy, and influence to peers and family.
Source: Company documents.
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EXHIBIT 2: CCD BRAND IDENTITY BEFORE REBRANDING
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Credibility: 130 years of coffee growing experience, 10 years of CCD, international standard coffee.
Product Experience Symbol Person Organization
Love for the
Hint of excitement Red and purple Friendly Coffee experts
brand
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Casual and
Authentic coffee The slurry font Youthful Leaders
approachable
Where you can relax
Exciting
and relish good coffee The logo Spirited Rich heritage
beverage range
and good company
“A lot can happen
Freshly Approachable— Moving with the
Friendly, uninhibited over coffee”
prepared like a friend times
tagline
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Flavours that
Fresh and
recharge and Slightly cheeky
contemporary
energize
Social lubricant Colourful and vibrant
Catalyst for
exciting times

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EXHIBIT 3: BRAND VALUES
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BRAND BELIEF
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Diverse: A key to a rich café experience, fostering an atmosphere that introduces new perspectives and
ideas to the customers
Free-Spirited: Good-humoured, playful, and friendly, bringing a sense of fun and lightness to the café
experience
Forward-Thinking: A next-generation brand that takes a leadership role in defining the category, willing to
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break from convention and challenge the established rules of the game (optimist, has one foot in the future,
and challenges category norms)
Intuitive: Adaptive and responsive to the changing dynamics of culture, customers, and competitive
landscape

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EXHIBIT 4: THE CURRENT CCD BRAND ARCHETYPE
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EXHIBIT 5: BRAND STANDING VERSUS COMPETITION

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No
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Note: According to Young & Rubicam, there are two elements that make up brand strength: differentiation and relevance;
Differentiation refers to how different and distinctive the brand is to your customers or in the marketplace (i.e., there is a
clear difference or point of difference between your product and your competition); Relevance refers to how meaningful
that differentiation is to customers. Do they really embrace it? Is there a mass market or is it somewhat limited?
Source: Company documents; James Glover, “Defining Brand Strength: Differentiation and Relevance,” Santafe.com,
September 17, 2012, accessed October 27, 2015, http://santafe.com/blogs/defining-brand-strength-differentiation-relevance.
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EXHIBIT 6: OLD CCD BRAND COLLATERALS
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No

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EXHIBIT 7: CCD: CONSUMER PERCEPTIONS
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Young Customers Older Customers Management
Brand Image
Inclusive; creates a desire to For every mood and need; Coffee holds place of pride in
participate; happy and vibrant; allows one to relive the youth the CCD experience
there is room for all in this
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world; egalitarian and
democratic
Brand Personality
My Mirror Image: Youthful, Likable Friend: Caring, Endearing Achiever: Goal-
“guy/girl next door,” bubbly, friendly, warm, consistent, oriented, powerful, fun loving,
down-to-earth, lively, dependable, happy, affable, cheerful, perfect, ambitious
approachable, entertaining “guy/girl next door”
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EXHIBIT 8: USAGE INVENTORY: OCCASIONS OF VISIT

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No
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EXHIBIT 9: POSITIONING TERRITORY TO EXPLORE
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CCD
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No
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EXHIBIT 10: THREE POSITIONING CONCEPTS AND ELEMENTS
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Good Company Real Coffee, Real Moments Social Hub
A “me-too” café culture that For genuine and authentic
borrows heavily from the moments of friendship and
community International companies
West offering a café experience
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Competitors who take A young generation that is dealing that can feel exclusionary
In a market themselves a little too with intense competition and and elitist
characterized seriously, over-emphasizing pressure to achieve
A fresh generation of
by the quality of the coffee An accelerated pace of life where
young customers
On-the-go, young people are busier than everredefining and reshaping
customers dealing with day- Impersonal and intimidating coffee the face and culture of
to-day stress and the India
houses that take their cues from
pressure of getting ahead international café culture
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That makes enjoyment the (Local café) where young people Contemporary and stylish
bottom line by bringing a from all walks of life can live “in the Indian café where the
CCD is the
fresh, playful twist to an moment” and linger over great youth of India can come
only café
already accessible café coffee to create friendship and together to talk, grow, and
community inspire each other
Philosophy that the café
Native understanding of
experience should be fun
Pioneering efforts in bringing the our market, business, and
and accessible for everyone
op
café experience to more Indian customer
Interactive, playful, and customers and communities than Better read on what is
stimulating environment that any other local or international
Because of our culturally new, fresh, and
gives our customers a company exciting
break from daily grind
Warm, inviting and natural café Role as the only Indian
Friendly and knowledgeable environments that are conducive to
coffee company with an
staff members who
tC
community and conversation established presence

genuinely enjoy both coffee
across the country
and people
Giving A stylish café that is
A good time spent with A better shared coffee experience
customers the symbolic of a new,
good people in a great café
benefit of emerging, youthful India
Brand motto A cup and a smile Genuine, authentic, caring A place where ideas start
Attitude to
Coffee is fun, come try it Coffee is to be shared Coffee is a social lubricant
coffee
No
“Always something cool to

A great place for friends to see”; fresh perspectives;
Rational Nice, calm place; natural,
catch up; convenient, lively and interesting;
benefit convenient, affordable
affordable, fun where things get done;
accessible and affordable
Break from the Inspiring, forward thinking
Emotional
ordinary/mundane, sense of Sense of affiliation, belonging café; a next-generation
benefit
escape Indian brand
Citizenship, innovative, Human, balanced, inclusive, Contemporary, intuitive,
Brand belief
playful, approachable passionate diverse, forward-thinking
Do
Page 16 9B16A034
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EXHIBIT 11: EVALUATION OF POSITIONING OPTIONS
os
Real Coffee,
Good Company Social Hub
Real Moments
Platform Emphasis Playful Genuine Inspiring
Lending CCD brand greater dynamism Medium–High High High
Lending greater aspiration Low Medium–High High
rP
Lending brand a more differentiated and
Medium–High High Medium–High
powerful identity
Adding greater value to the café
High High High
experience
Relevance to customers Very High Med High
Relevance to employees Very High Very High Very High
Differentiation today High High High
yo
Long-term viability High Medium Very High
Credibility High Very High Medium
Brand stretch potential High Medium Very High

op
tC
No
Do

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CAFÉ COFFEE DAY: BRAND TRANSFORMATION THROUGH

Copyright © 2016, Richard Ivey School of Business Foundation Version: 2016-08-19

CCD’S BRAND IDENTITY AND VALUES

Step 1: Competition and Brand Analysis

According to customers, the following aspects made CCD unique:

Step 3: Exploring the Brand Positioning Options

 A catalyst for social interactions

and authentic moments of friendship and community interaction

Step 4: Evaluating the Options

Source: Company documents.

Source: Company documents.

EXHIBIT 5: BRAND STANDING VERSUS COMPETITION

Source: Company documents.

EXHIBIT 8: USAGE INVENTORY: OCCASIONS OF VISIT

Source: Company documents.

Source: Company documents.

community and conversation established presence

“Always something cool to

Source: Company documents.

Source: Company documents.

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