So what is the USP that separates Cafe Desire from the pack?
There is not one, but many. But most importantly, the message which I regularly drive across to my team is that we have to adopt a “customer-centric” approach, both when it comes to our growth strategies and thought processes. All our meetings and interactions start and ends with two subjects – customer and competitor. Thankfully, we have always managed to deliver more than what our customers expect. A clear differentiator in our industry would be that we operate and deliver on Marketing 3.0 platform, unlike all our competitors who deliver on Marketing 1.0 or Marketing 2.0 levels.
Cafe Desire is known for its high-quality 100% natural hot beverages. Do you use market research before devising that perfect blend?
We have always conducted in-depth researches, geography-wise, into what a customer really expects in that region, when he takes a sip of coffee or tea. As a result, our regional blends have helped us gain and retain larger chunk of market share. For example, our coffee is which is served in Hyderabad is different from what we serve in Delhi.
But just an honest thought – doesn’t competition bother you at times?
Actually, no. Instead, it excites me to the hilt. One thing which keeps me pepped-up is the thought that we are competing with brands which are giants with history of 90 to 200 years. It’s exciting to imagine how despite being a young company, you can give them sleepless nights. But having said that, I have to agree, our team burns gallons of midnight oil to compete strongly. I would just say one line on competition – I love competing with Nestle (smiles).
People – how important is that P to your company’s success?
I am surrounded by people who share my passion and excitement. We work for the long run. I believe that I have one of the most dynamic management team, which shares the dream of making it big before we all touch 40 years of age. All my boys are bubbling with lot of energy to make a mark. Our average age of employees is just 30 years, and we invest a lot on T&D.
Any learning that you would want to share with the readers?
Start small, think big and build from your strengths – you can build a national brand even if you lack the bucks for massive ad campaign. Think logically. At Cafe Desire, we understood the logical difference between scale and growth.
So what is your ultimate aim?
We want to be an integral part of everyone’s daily life by offering a minimum of five brands out of 42 brands that every human being touches every day. We plan to only grow organically, reach the no.1 spot and stay there.
There is not one, but many. But most importantly, the message which I regularly drive across to my team is that we have to adopt a “customer-centric” approach, both when it comes to our growth strategies and thought processes. All our meetings and interactions start and ends with two subjects – customer and competitor. Thankfully, we have always managed to deliver more than what our customers expect. A clear differentiator in our industry would be that we operate and deliver on Marketing 3.0 platform, unlike all our competitors who deliver on Marketing 1.0 or Marketing 2.0 levels.
Cafe Desire is known for its high-quality 100% natural hot beverages. Do you use market research before devising that perfect blend?
We have always conducted in-depth researches, geography-wise, into what a customer really expects in that region, when he takes a sip of coffee or tea. As a result, our regional blends have helped us gain and retain larger chunk of market share. For example, our coffee is which is served in Hyderabad is different from what we serve in Delhi.
But just an honest thought – doesn’t competition bother you at times?
Actually, no. Instead, it excites me to the hilt. One thing which keeps me pepped-up is the thought that we are competing with brands which are giants with history of 90 to 200 years. It’s exciting to imagine how despite being a young company, you can give them sleepless nights. But having said that, I have to agree, our team burns gallons of midnight oil to compete strongly. I would just say one line on competition – I love competing with Nestle (smiles).
People – how important is that P to your company’s success?
I am surrounded by people who share my passion and excitement. We work for the long run. I believe that I have one of the most dynamic management team, which shares the dream of making it big before we all touch 40 years of age. All my boys are bubbling with lot of energy to make a mark. Our average age of employees is just 30 years, and we invest a lot on T&D.
Any learning that you would want to share with the readers?
Start small, think big and build from your strengths – you can build a national brand even if you lack the bucks for massive ad campaign. Think logically. At Cafe Desire, we understood the logical difference between scale and growth.
So what is your ultimate aim?
We want to be an integral part of everyone’s daily life by offering a minimum of five brands out of 42 brands that every human being touches every day. We plan to only grow organically, reach the no.1 spot and stay there.
For more articles, Click on IIPM Article.
Source : IIPM Editorial, 2011.
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).
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