Tag: coffee business

Drinkit and Victoria Arduino to Host Beverage Innovation Workshop in Dubai

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Dubai — Qahwa World

DrinkIt, the digital coffee shop chain, has announced a partnership with Victoria Arduino to host a professional workshop in Dubai on May 20, 2026, focused on beverage innovation, product development, and the commercial strategy behind bestselling drinks.

The three-hour workshop will take place at the Victoria Arduino headquarters in Dubai and is designed for professionals across the food and beverage industry seeking practical insight into how successful beverage concepts are developed and launched within real operating businesses.

Drawing on its experience operating 10 digital coffee shops across Dubai, DrinkIt’s R&D team will share the framework the company uses to evaluate new drink ideas, balancing taste, operational efficiency, pricing, scalability, and profitability before products are introduced to the menu.

According to the organizers, the workshop will focus on the idea that successful beverages are not built on recipes alone, but through product thinking that integrates customer experience, cost management, workflow efficiency, and operational consistency.

Key topics will include beverage development for real-world café operations, pricing strategy, cost of goods sold (COGS), unit economics, and the challenges of scaling beverage programs while maintaining quality and speed of service.

Participants will also take part in hands-on exercises designed to simulate the beverage development process, from concept creation and evaluation to launch decision-making.

The workshop is aimed at head baristas, café owners, F&B managers, product developers, and entrepreneurs involved in beverage innovation and café concepts.

The event will be held on May 20, 2026, from 3:00 PM to 7:00 PM at the Victoria Arduino HQ in Dubai. Organizers noted that seats are limited and advance registration is required.

Registration is available here: Workshop Registration

Keurig Dr Pepper and JDE Peet’s: What Comes After the Deal Completion?

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Amsterdam / Texas / Massachusetts – Qahwa World

The completion of Keurig Dr Pepper’s acquisition of JDE Peet’s is no longer the story itself. The real focus now shifts to what this deal means for the future of the global coffee industry.

With the transaction valued at approximately $18 billion now finalized, attention is turning to how this combined entity will reshape competition across more than 100 markets worldwide. The deal brings together a strong single-serve coffee platform in North America with a broad international footprint spanning multiple coffee segments.

Keurig Dr Pepper acquired 96.22% of JDE Peet’s shares at €31.85 per share, representing a total consideration of about €14.86 billion. The offer saw strong shareholder participation, with more than 466 million shares tendered by the close of the acceptance period on March 27, 2026.

You may like: JDE Peet’s Transfers Shares to Employees Under Incentive Plans

Having surpassed the 95% ownership threshold, the company is moving toward delisting JDE Peet’s from the Amsterdam exchange by the end of April, with the possibility of further steps to fully acquire the remaining shares.

A New Global Coffee Giant

This combination goes beyond a traditional merger. It creates a business expected to generate nearly $16 billion in annual revenue within a global coffee market valued at around $400 billion.

The new entity brings together a wide portfolio of well-known brands, including Jacobs, Douwe Egberts, Peet’s, L’OR, and Senseo. This positions it to compete across all segments—from roast and ground coffee to single-serve systems and premium offerings—covering a broad range of consumer preferences and price points.

Strategic Separation: Coffee and Beverages

One of the most significant next steps is the planned separation into two independent companies by the end of 2026.

The first will be a dedicated global coffee company, built to expand its international presence while leveraging brand strength, innovation, and local market expertise.

Read also: KDP Acquires JDE Peet’s, Names Oliveira Coffee CEO

The second will focus on refreshment beverages in North America, generating more than $11 billion in revenue and built on a portfolio of established brands across soft drinks, energy, and functional beverages.

This strategic split is designed to give each business greater operational focus and flexibility, allowing them to pursue growth strategies tailored to their respective markets.

Leadership and Integration Focus

Rafael Oliveira will lead the coffee business during this transition, bringing extensive international experience in consumer goods. Tim Cofer will lead the beverage-focused company following the separation.

Integration efforts are centered on delivering approximately $400 million in cost synergies over three years, alongside strengthening innovation capabilities and product development.

Financing Structure and Financial Outlook

The transaction was financed through a combination of new debt, preferred equity investment, industrial partnerships, assumption of existing liabilities, and available cash.

The deal is expected to be around 10% accretive to earnings per share in the first full year after closing, with combined net leverage estimated at approximately 4.5 times.

A Turning Point for the Coffee Industry

This transaction comes at a time when the global coffee sector faces ongoing supply challenges and shifting consumer preferences toward higher-quality and more diverse offerings.

You may read: Keurig Dr Pepper Seals $15.7 Billion JDE Peet’s Deal as 96% of Shares Tendered

Against this backdrop, the combined company is positioned to accelerate innovation, expand across channels, and strengthen its presence in fast-growing segments.

Integration is already underway, with a focus on operational efficiency and ensuring a smooth transition for employees, customers, and partners.

The completion of the deal marks the beginning of a new phase—one that could significantly reshape the structure and competitive dynamics of the global coffee industry.

From Inspired Barista to Roasting Pioneer: Sherryl Napit Unveils the Passion Behind ‘The Ore Coffee’

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Dubai – Ali Alzakary

In the world of coffee, where science meets passion and quality is forged in every stage of preparation, certain stories deserve to be told. These are the tales of individuals who believed in their ability to transform a profound love for the coffee bean into a leading professional career, contributing to the forging of a new identity for the specialty coffee culture.

Sherryl Napit is not just a businesswoman; she is a pillar in the art of tasting and roasting, a Sensory Judge, and a winner of the UAE National Cup Tasters Championship. Her journey is proof that persistence coupled with knowledge can illuminate the path from behind the espresso machine to founding a leading establishment in roasting and training. It is a story that begins with a friend’s advice and culminates in the establishment of “The Ore Coffee Roastery” as a beacon of quality and education in the region.

This invitation is not merely a read; it is a deep dive into the mindset of a pioneer who balances the demanding aspects of business management with the honing of precise sensory skills. We invite you to delve with us into Sherryl Napit’s inspiring journey and discover the secrets behind her continuous excellence in the coffee industry.

  • 1. Can you walk us through your journey from starting as a barista to founding The Ore Coffee Roastery? What inspired you to take that leap?

My coffee journey began unexpectedly through my friend Karthik, whose passion and achievements in coffee competitions inspired me. That spark led me to specialty coffee, where my first employer, Mr. Abdo, opened the door. I became completely invested—studying after work, earning certifications, and practicing constantly. Within three months, I became head barista and began roasting on a small Gene Café just to learn more.

About two years later, meeting coffee farmers from my hometown gave my work deeper meaning and pushed me toward professional roasting—a path that wasn’t easy. There were moments I wanted to quit, but Sitaram, my husband and business partner’s support, kept me going. With his encouragement, I completed SCA trainings, Q Grader preparation, and countless hours of practice.

Eventually, all the effort paid off when I won the National Cup Tasters Championship. That win gave me the confidence to start The Ore Coffee Roastery—not just as a business, but as a continuation of my purpose. I’m grateful to everyone who supported me—my husband, family, friends, and the coffee community. My journey belongs to them as much as it does to me.

  • 2. You’ve consistently performed at the UAE National Cup Tasters Championship over the years. What drives your passion for sensory excellence?

I’ve been fortunate to perform well at the UAE National Cup Tasters Championship, and I think it comes from simply loving what I do. I try my best in everything, especially when it comes to assessing and tasting coffee. I’m always learning, always curious, and I genuinely enjoy the process of evaluating coffee quality.

What motivates me most is the chance to support farmers in improving their coffee. If my skills can help even a little, that alone gives me purpose and keeps me committed to growing and improving.

  • 3. Looking back, what were the biggest challenges early in your career, and how did you overcome them?

Early in my career, my biggest challenge was setting realistic goals and expectations. I’m naturally optimistic, decisive, and willing to take risks, which sometimes meant I moved too fast or overloaded myself. Over time, I developed stronger self-awareness and discipline, and I invested in ongoing learning to refine my approach. Now, I still bring that ambition and bias for action, but I balance it with strategic planning and reflection—which has made me more effective.

  • 4. How has becoming a Q-Grader and Sensory Judge influenced the way you approach coffee and mentor others?

Becoming a Q-Grader and Sensory Judge has really strengthened both my confidence and my approach to coffee. It gave me a clearer structure for evaluating coffee, so now I make decisions based on calibrated standards rather than just preference.

It also changed how I mentor others—I focus more on helping people develop their own sensory skills and understanding why certain characteristics appear in coffee. Overall, it pushed me to keep learning, stay curious, and share what I know with more purpose.

Sherryl Napit

  • 5. How would you describe the current coffee market in Dubai and the GCC? Are there any notable trends or shifts you’re seeing?

The coffee market in Dubai and the GCC is highly competitive and rapidly growing, driven by diverse consumer segments and strong cultural influence. We’re seeing a shift from purely traditional coffee toward more experiential and innovative offerings. Flavored beverages, infused coffee, cold brews, and specialty blends are gaining momentum as consumers look for differentiation and personalization. Overall, the market is evolving quickly, trend-sensitive, and full of opportunity for brands that innovate and adapt to changing preferences.

  1. 6. Specialty coffee is growing globally. How do you see Dubai’s market evolving compared to other major cities?

Dubai’s specialty coffee market is evolving differently because of its diversity and openness. Our growth isn’t limited by one culture or tradition—it reflects the city’s global influence and fast-moving development. As Dubai grows, the coffee scene grows with it, adapting quickly to innovation, lifestyle shifts, and new consumer expectations.

  • 7. What advice would you give to someone looking to start a coffee business in the UAE?

Focus on offering something unique and meaningful, and back it with a clear purpose and solid plan. The UAE coffee market is competitive, so knowing what sets you apart and having a well-thought-out strategy is key.

  • 8. The Ore Coffee has a training center offering SCA courses. What motivated you to start this side of the business?

We started the training center because we wanted to contribute to the growth of the coffee industry. By providing proper education and internationally recognized SCA courses, we’re helping people deepen their knowledge, improve their skills, and gain confidence in their craft.

When the industry is filled with well-trained and knowledgeable individuals, everything works more efficiently—from communication and teamwork to quality standards and innovation. This doesn’t just benefit businesses; it strengthens the community and supports a healthier, faster-growing coffee market overall.

  • 9. How do you balance running a roastery with managing a training center?

We balance running the roastery and managing the training center through structured planning and clear delegation. My partner Sita and I, along with our team, follow a defined workflow where each person has designated responsibilities. This ensures efficiency, accountability, and smooth day-to-day operations across both areas of the business.

  • 10. What are the key skills today’s baristas and coffee professionals need to succeed?

Today’s baristas and coffee professionals need more than technical skills. Success now requires strong managerial abilities, a commitment to personal growth, and a solid understanding of business fundamentals—including finance, marketing, and customer experience. These skills help them evolve from being skilled operators to well-rounded coffee professionals.

Sherryl Napit

  • 11. The SCA recently introduced the Coffee Value Assessment (CVA). How do you think this will impact coffee producers, roasters, and the UAE market specifically?

The introduction of the Coffee Value Assessment (CVA) will likely bring greater clarity and transparency across the coffee value chain. Instead of relying solely on a single global scoring system, CVA allows producers, buyers, and roasters to evaluate coffee through multiple dimensions, including sensory attributes, physical quality, and market-driven values.

For many markets—including the UAE—this means stakeholders can tailor coffee evaluation based on their specific consumer preferences, cultural taste profiles, and business objectives rather than being constrained by universal standards. As a result, the CVA opens the door for more diversity, innovation, and flexibility in how coffee is valued, sold, and positioned.

Ultimately, this shift creates more opportunity for producers to express their uniqueness, for roasters to curate offerings that reflect local demand, and for emerging markets like the UAE to define their own direction and identity within the specialty coffee sector.

  • 12. From your perspective, what are the most significant global trends shaping specialty coffee today, including sustainability and innovation?

Right now, specialty coffee is being shaped by a few big trends. Community plays a huge role—social media, podcasts, and online education have made it easier than ever for people to learn, share ideas, and connect. Sustainability is also front and center, with more focus on ethical sourcing, fair pay for farmers, and eco-friendly packaging. And finally, innovation is changing what coffee tastes like and how we brew it, from new fermentation methods to smarter brewing technology. Together, these trends are making specialty coffee more connected, more responsible, and more exciting than ever.

  • 13. What’s next for The Ore Coffee Roastery and your training programs?

We’re expanding our product offerings, enhancing our training programs, and becoming more engaged with our community—all with the goal of giving you the best coffee experience and support possible.

  • 14. If you could give one piece of advice to your younger self or to aspiring coffee professionals, what would it be?

Be strong. Believe in yourself and stay grounded.

Trust the process, even when it’s slow or unclear, and have faith that what’s meant for you will come in time.

Protect your integrity above all else, because skill can be taught, but character and discipline are chosen.

Keep showing up, stay humble, and let passion guide you more than perfection.

Luckin Coffee Eyes Fresh U.S. Listing Five Years After Accounting Scandal

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The Chinese coffee giant moves to regain investor confidence and global credibility following a dramatic turnaround that made it China’s largest coffee chain.

Dubai – Qahwa World

China’s Luckin Coffee is reportedly preparing to return to Wall Street, five years after its dramatic delisting from the Nasdaq amid one of the country’s most notorious corporate accounting scandals.

Speaking at a government-hosted event in Xiamen on 2 November 2025, CEO Jinyi Guo said the company was “actively pushing the process of relisting on a U.S. main board,” though he declined to specify a timeline. Market observers believe the relisting could take place either on the New York Stock Exchange or Nasdaq, marking a significant milestone in the company’s comeback story.

Founded in Beijing in 2017, Luckin first listed in the United States in May 2019, raising $561 million to fund its breakneck expansion to 4,500 stores across China. But by April 2020, revelations emerged that the company had fabricated roughly $340 million in sales, triggering a collapse in its stock price, the dismissal of its senior management, bankruptcy filings in the U.S., and a $180 million fine by the U.S. Securities and Exchange Commission.

Under new ownership by Beijing-based private-equity firm Centurium Capital, Luckin launched a sweeping turnaround plan focused on profitable growth, tech-driven operations, and stricter financial oversight. The strategy began paying off in 2022, when the company reported its first quarterly net profit and emerged from bankruptcy shortly thereafter — a milestone that paved the way for its first annual operating profit later that year.

By 2023, Luckin Coffee had overtaken Starbucks in China’s fiercely competitive coffee market, fueled by rapid franchise expansion and affordable pricing. As of mid-2025, the brand operates over 26,000 stores across China and continues to extend its international presence with outlets in Singapore, Malaysia, and its first U.S. location.

A potential U.S. relisting, analysts say, could provide Luckin with fresh access to capital markets, boost brand visibility, and restore investor confidence still clouded by its past misconduct. Yet the move will not be simple: any overseas listing by a Chinese firm now requires filing with the China Securities Regulatory Commission (CSRC), part of Beijing’s tightened oversight of foreign capital operations.

As of March 2025, 286 Chinese companies were listed on U.S. exchanges with a combined market capitalization of around $1.1 trillion, according to the U.S.–China Economic and Security Review Commission. Luckin’s move, therefore, would mark one of the most high-profile returns of a Chinese consumer brand to U.S. markets since the scandal-scarred delistings of 2020.

Earlier this year, Chinese tea brand Chagee raised $411 million in its Nasdaq IPO — a sign that global appetite for Chinese beverage players may be returning. Whether Luckin Coffee can brew up a similar success story on Wall Street remains one of the most closely watched comebacks in the coffee industry.

Dutch Bros Surges After Strong Q3 Earnings and Upgraded Outlook

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Dubai – Qahwa World

Dutch Bros (NASDAQ: BROS) reported impressive third-quarter results, surpassing Wall Street expectations for both earnings and revenue. The drive-thru coffee chain posted adjusted earnings of $0.19 per share, topping forecasts of $0.17, on revenue of $423.6 million versus the expected $413.6 million.

Revenue jumped 25.2 percent year-on-year, rising from $338.2 million in Q3 2024, while net income more than doubled to $27.3 million from $12.6 million. Same-store sales advanced 7.4 percent at company-operated shops and 5.7 percent system-wide. Dutch Bros also opened 38 new locations across 17 states, expanding its total footprint to 1,081 stores.

Chief Executive Officer Christine Barone highlighted the company’s resilience, stating that strong momentum through October prompted management to raise full-year guidance for both total revenue and same-store sales growth.

Despite the surge in sales, gross profit fell 8.5 percent year-over-year to $82.4 million, signaling higher costs for labor, commodities, or logistics. Nonetheless, operating income grew 27.6 percent to $41.5 million, and adjusted EBITDA rose 22.3 percent to $78 million, suggesting that scale and operational efficiency continue to buffer inflationary headwinds.

Key Financial Highlights

Revenue: $423.6 M (+25.2 % YoY)

Adjusted EPS: $0.19 (+11.8 % YoY)

Net Income: $27.3 M (+115.8 % YoY)

Operating Income: $41.5 M (+27.6 % YoY)

Adjusted EBITDA: $78 M (+22.3 % YoY)

Company-operated same-store sales: +7.4 %

System-wide same-store sales: +5.7 %

The raised guidance underscores management’s confidence in the brand’s growth trajectory. However, investors will closely watch gross-margin trends and the sustainability of same-store sales as Dutch Bros continues its aggressive expansion. Persistent cost pressures may require future pricing or operational adjustments, but the company’s accelerating profitability suggests its strategy is gaining traction.

Starbucks Sells 60% Stake in China Business for $4 Billion

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Dubai – Qahwa World

Starbucks has reached a major agreement to sell a 60 percent controlling stake in its China operations to Hong Kong-based private-equity firm Boyu Capital for $4 billion. The partnership marks one of the largest foreign coffee-sector transactions in Asia, positioning both companies to accelerate Starbucks’ expansion in the world’s biggest branded coffee market.

China remains Starbucks’ most strategic growth region outside the United States. The company currently operates around 8,000 stores nationwide and aims to scale that number to 20,000 in the coming years. Boyu’s local experience and financial backing are expected to support Starbucks’ next phase of growth, particularly in lower-tier Chinese cities where coffee culture is rapidly expanding.

Under the deal, Starbucks will keep its Shanghai headquarters and retain 40 percent ownership of the new joint venture. It will continue to license its brand and intellectual property while maintaining control over store design, training standards, and product development.

Brian Niccol, Chairman and CEO of Starbucks, said the collaboration would strengthen the company’s presence in China:

“Boyu’s deep understanding of Chinese consumers and regional markets will help us reach new communities while staying true to our values of exceptional partner experience and world-class customer service.”

Founded in 2011, Boyu Capital manages investments across Hong Kong, mainland China, and Singapore. Its portfolio exceeds 200 companies, including leading Chinese names such as Mixue Ice Cream and Alibaba Group—one of Starbucks’ delivery partners in China.

Alex Wong, Partner at Boyu Capital, described the partnership as “a shared belief in the strength of the Starbucks brand and a commitment to local innovation and customer connection.”

Starbucks’ decision follows months of speculation since late 2024 about a potential sale of its China division. The move comes as the company continues to recover from pandemic-era declines, reporting four consecutive quarters of growth in 2025. In its fiscal fourth quarter ending September 28, 2025, Starbucks recorded $831.6 million in China sales, a 6 percent increase year on year.

With this new alliance, Starbucks seeks to reinforce its market leadership amid mounting competition from domestic rivals such as Luckin Coffee and Cotti Coffee—companies that have gained ground with value-driven strategies and aggressive store rollouts.

Abdulla alsakkaf: A Coffee Dream Brewing from Umm Al-Quwain to All of the UAE

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Umm Al-Quwain – Ali Alzakary

In the tranquil emirate of Umm Al-Quwain, where calm meets ambition, a young Yemeni entrepreneur turned his daily passion for coffee into a vibrant business story. That’s how Profile Specialty Coffee was born — a café that brings together quality, accessibility, and authenticity in every cup.

Abdulla alsakkaf was not a coffee expert when he started; he was simply a true coffee lover who believed that mastery comes through curiosity and consistency. From a modest idea to a thriving specialty coffee shop, he built his path one espresso at a time — driven by the belief that real success begins with passion, not possession.

In this inspiring conversation, we get closer to Al-Saggaf’s journey, his challenges, his vision for the future, and how he turned a simple love for coffee into a growing brand in the UAE.
Read the full interview and discover the inspiring journey of Abdulla alsakkaf, the young man who turned his passion into a story of success.

Abdullah, welcome. Please introduce yourself and your project.

I’m Abdulla alsakkaf, founder of Profile Specialty Coffee, located in the Emirate of Umm Al-Quwain. We started the project about a year and ten months ago, in January 2024.

How did the idea come to you?

I’ve always loved coffee — especially specialty drinks like cortado and flat white. I noticed that Umm Al-Quwain lacked cafés serving quality specialty coffee at affordable prices. Coffee is part of daily life, but not everyone can afford expensive cups every day. So, I wanted to create a place that combines both quality and fair pricing — a café for everyone.

Where did you begin?

Passion alone isn’t enough to start a business. I reached out to friends with experience in café management, not just those who love coffee. Together, we conducted a simple feasibility study, discussed equipment and essentials, and built the concept step by step. My friends supported me a lot — from setup to operations — until we officially launched.

How did you come up with the name “Profile”?

We wanted something that represents identity — a kind of “profile” for specialty coffee itself. The idea was to make our café stand out as a symbol of excellence, much like the word “pro” means top quality. So we chose “Profile” as our brand name — a simple yet strong identity.

Abdulla Al-Sakkaf at Profile Specialty Coffee in Umm Al-Quwain, UAE

What were the biggest challenges you faced?

The hardest part wasn’t setting up the café or finding the right machines — it was managing people and maintaining consistent quality. Customers quickly notice any change in flavor or presentation. So the real challenge was building a disciplined, skilled team and keeping the same high standards every single day.

Did being in the UAE help your business?

Absolutely. The UAE’s coffee culture has grown tremendously in recent years. People here appreciate good coffee and understand its value. That environment helps a lot — it encourages experimentation and rewards quality.

Were you an expert in coffee before launching?

Not at all. I loved coffee but wasn’t trained in it. After opening, I began studying more seriously and took professional courses to improve my knowledge. My advice is: you don’t need to be an expert to start — but once you do, keep learning. Passion will take you far if you stay curious and keep improving.

What’s the key factor for success in a coffee business?

It’s a mix of everything — the beans, the baristas, and the equipment. But the beans come first. No matter how skilled the barista is, or how advanced the machines are, you can’t get a great cup without high-quality beans. Each element complements the other, but coffee always begins with the bean.

From your experience, what kind of coffee do customers prefer?

At first, most customers wanted Brazilian or Ethiopian beans because they were familiar with them. But I wanted to introduce them to new flavors — like Tanzanian and Yemeni coffee. We made it accessible and encouraged people to try. Today, our Yemeni coffee has become one of our top sellers, and customers love its balanced taste.

Do you think UAE customers have become more knowledgeable about specialty coffee?

Yes, definitely. People now understand more about flavors, acidity, and balance. They might not be experts like roasters or café owners, but they’ve developed an educated palate. That’s why baristas play a key role in guiding customers — explaining the coffee’s character and helping them appreciate its nuances.

Have global issues like rising prices or import tariffs affected your operations?

To some extent, yes — mostly through local roasters who import green beans. Since we work mainly with local roasters, we’ve been shielded from the worst of it. Still, whenever import or shipping costs increase, it eventually impacts all of us. Thankfully, the UAE market is competitive and stable, which helps balance prices.

Abdulla Al-Sakkaf at Profile Specialty Coffee in Umm Al-Quwain, UAE

What’s your vision for Profile Coffee?

Our dream is to expand across the UAE. We started in Umm Al-Quwain and plan to reach other emirates like Sharjah and Ajman. We’re also preparing a mobile coffee truck to take our experience to more customers. By 2026, we hope to open new branches and reach more people with our concept.

What advice would you give young people who want to start a coffee business?

Start only if you truly love coffee. Don’t do it because it’s trendy — do it because you’re passionate about it. When you love something, you’ll naturally grow in it. And never stop learning — coffee evolves every day. If you stay consistent and curious, you’ll succeed.

Do you serve only coffee, or other products as well?

We try to offer a complete experience. Along with coffee, we serve matcha, hibiscus, breakfast items, and desserts. We want everyone to enjoy their time — even those who don’t drink coffee. That variety makes the experience more inclusive and enjoyable.

Finally, where do you see Profile in five years?

Maybe not global yet, but definitely across the UAE. My goal is steady growth with the same high standards — to make Profile a trusted name wherever we go.

You Can’t Lead a Specialty Coffee Business Without Understanding Coffee

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By: Estella Zuleta Carmona

Owning a specialty coffee shop without understanding coffee is like running a music studio without knowing what sound means. You can have the best equipment, the right people, and all the passion in the world but if you can’t hear when something is out of tune, you’re not leading the craft; you’re just managing noise.

In specialty coffee, leadership begins with understanding. Not just the numbers, not just the concept but the product itself. You don’t have to be the one pulling shots or roasting beans, but you need to recognize what balance in espresso feels like, what defines a clean extraction, and why variables like water, grind, and temperature are not technical details but expressions of consistency and care.

This isn’t about being a technician. It’s about responsibility understanding what your name represents in every cup that leaves your bar. A brand built on aesthetics or social media engagement can survive for a while, but a brand built on understanding lasts. Because when things go wrong and they always do knowledge is what helps you fix, adapt, and grow.

When you understand coffee, even at a foundational operational level, everything changes. Suddenly, conversations with your team become more meaningful. You can communicate in the same sensory and technical language. You can taste and identify what aligns with your concept instead of depending entirely on others to define your standard. You start making better decisions about workflow, equipment, and quality not based on trends or assumptions, but on clarity.

The owner who doesn’t understand coffee ends up chasing opinions changing direction based on whichever consultant or barista shouts the loudest. They spend money reacting to problems they don’t truly comprehend. Meanwhile, the owner who understands the craft builds direction. They don’t need to do everything themselves, but they lead with perspective. They can tell when something is off, and they know how to ask the right questions.

In specialty, knowledge isn’t about control; it’s about clarity. It creates alignment between the vision, the product, and the people behind it. It turns management into mentorship and transforms a business into a craft.

Because at the end of the day, you can’t represent a product you don’t understand. You don’t need to be the expert behind the bar but you do need to know what your bar stands for, and why every decision behind it should honor the coffee, the people, and the purpose that brought it to life.

JDE Peet’s Reports Strategic and Operational Progress, Confirms 2025 Outlook

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Amsterdam – Qahwa World

JDE Peet’s N.V. (Euronext: JDEP), the world’s leading pure-play coffee company, announced continued progress in implementing its new brand-led growth strategy and productivity initiatives while reaffirming its 2025 financial outlook.

Strategic and Productivity Initiatives Under Way

On July 1, 2025, JDE Peet’s launched its “Reignite the Amazing” strategy, designed to accelerate brand-led growth and enhance operational efficiency. The company reported solid progress across several fronts:

  • U.S. Integration: The full integration of the U.S. capsules business into Peet’s Coffee was completed following the discontinuation of the L’OR Barista roll-out in the American market.

  • Distribution Transition: Peet’s is transitioning from its Direct Store Delivery (DSD) system to a direct central distribution model in the U.S., expected to be completed by the end of the first half of 2026.

  • Portfolio Optimization: The company exited its low-margin Food Ingredients (B2B) business in Asia.

  • Manufacturing Footprint: Two additional plant closures were announced—one in northeastern Brazil and another in the northeastern United States—as part of an ongoing global optimization program.

  • Brand Rationalization: Fifteen long-tail brands are scheduled for transition within the next six months.

  • Cultural Transformation: JDE Peet’s is reshaping its corporate culture around four newly defined values—Dare to amaze, Own it, Make it simple, and Win together—to foster agility, ownership, and transparency across the organization.

Business Performance Update

The company stated that its overall third-quarter performance was broadly in line with expectations, taking into account anticipated retailer negotiations and customer pre-buying during the first half of the year.

JDE Peet’s reaffirmed its 2025 outlook, citing strong discipline in pricing and cost control that continues to support gross profit and adjusted EBIT. Approximately 96 percent of the second wave of global price negotiations, which began in July, have already been completed.

While green-coffee prices remain significantly elevated and increasingly volatile compared to previous years, JDE Peet’s said it continues to manage these pressures effectively. The company also confirmed the termination of its share-buyback program as of September 1.

Update on Keurig Dr Pepper Transaction

The planned public offer by Keurig Dr Pepper Inc. (KDP) for all issued and outstanding shares of JDE Peet’s is progressing as scheduled:

  • The regulatory antitrust filing has been submitted in the U.S.

  • The company has received positive advice from JDE Peet’s Dutch Works Council.

  • The transaction closing remains expected in the first half of 2026, subject to the satisfaction or waiver of customary pre-offer and closing conditions.

About JDE Peet’s

JDE Peet’s is the world’s largest pure-play coffee company, serving approximately 4,400 cups of coffee per second across more than 100 markets. Guided by its Reignite the Amazing strategy, the company is pursuing brand-led growth through three global power brands—Peet’s, L’OR, and Jacobs—alongside a portfolio of nine local icons.

In 2024, JDE Peet’s generated €8.8 billion in sales and employed more than 21,000 people worldwide.
More information: www.jdepeets.com

Starbucks to Hire Thousands of New Managers by 2026

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Seattle – Qahwa World

Starbucks has unveiled a large-scale hiring initiative to appoint full-time Assistant Store Managers (ASMs) in all of its company-operated stores across the United States and Canada by the end of 2026. The plan represents one of the most significant structural workforce expansions in the company’s recent history.

At present, only about 20 % of the 11,400 company-owned Starbucks outlets in North America have an ASM. Most of these roles have been part-time and experience relatively high turnover. Moving forward, Starbucks intends to assign a full-time ASM to every location, creating roughly 9,000 new positions across its network.

The company began piloting the full-time version of this role in mid-2025 at select stores in California, Illinois, and Texas. During that trial, 62 full-time ASMs were appointed — 90 % of them promoted from within. Starbucks now plans to maintain that internal-promotion rate as it scales up the initiative, aiming for 90 % of all retail leadership roles to be filled by existing employees by 2028.

According to Sara Kelly, Starbucks’ Chief Partner Officer, the ASM position will help store managers devote more time to coaching teams and elevating the customer experience — a key objective of the company’s “Back to Starbucks” plan.
“When we have strong, stable leaders throughout every shift, everything improves — from partner satisfaction to customer connection and overall store performance,” Kelly said in the company’s statement.

The new full-time ASMs will assist store managers with day-to-day operations such as staff scheduling, inventory control, and store coordination. Starbucks expects the added managerial stability to enhance workflow efficiency and strengthen in-store culture.

This hiring campaign coincides with CEO Brian Niccol’s broader effort to revitalize Starbucks’ brand identity and restore the “coffeehouse atmosphere” that helped make the company famous. Under his leadership, the chain has been phasing out stores focused purely on mobile orders and pickup, which Niccol described as “overly transactional.”

In July 2025, Starbucks announced plans to shut down all pickup-only locations in the U.S. by year-end. Then, in September, Niccol revealed that hundreds of underperforming stores across North America would close because they were not suitable for remodeling within the “Back to Starbucks” framework.

Introduced in October 2024, the strategy focuses on bringing warmth and comfort back to the brand’s physical spaces. Newly redesigned stores in New York and Southern California — featuring softer lighting, cozy seating, vibrant artwork, and ceramic serveware — have shown early signs of higher customer traffic and longer visits. Encouraged by those results, Starbucks plans to refurbish around 1,000 U.S. outlets, about 10 % of its company-owned stores, by July 2026.

The announcement also follows Starbucks’ recent financial update. For the third quarter ending 29 June 2025, the company reported U.S. revenue of $6.45 billion — up 1 % year-over-year — despite a 2 % decline in comparable-store sales. The coffee chain is scheduled to release its fourth-quarter and full-year earnings on 29 October 2025.

The hiring surge marks a notable contrast to the store closures outlined earlier in the year. While trimming less viable locations, Starbucks is simultaneously investing in people and training to reinforce its long-term operational foundation. Executives say the move reflects confidence in the brand’s future and a belief that improving leadership at every level will ultimately drive better results for both employees and customers.

Carlyle and Boyu emerge as likely buyers for Starbucks’ China operations, sources say

Posted on by Qahwa World

Dubai – Qahwa World

Private equity firms Carlyle Group and Boyu Capital have reportedly taken the lead in efforts to acquire a controlling stake in Starbucks’ China business.

Seattle-based Starbucks initiated a formal sales process in May 2025, seeking to bring in strategic partners amid slowing growth and stiff competition from local chains such as Luckin Coffee and Cotti Coffee.

According to sources, up to five firms made the final shortlist by September 2025, with Carlyle and Boyu now viewed as frontrunners for the deal. The transaction is expected to value the China operations at around USD 4 billion, and Starbucks may retain up to a 49 percent interest.

Carlyle already has experience in the coffee and restaurant sector: it acquired South Korea’s A Twosome Place chain and previously held a 28 percent stake in McDonald’s China, which it sold in 2023.

Meanwhile, Boyu has backed major food and beverage enterprises, including a role in investing in Mixue Group, and has co-ownership in the Honeymoon Dessert brand in China and Singapore.

Starbucks currently operates roughly 7,800 stores in China, making it its second-largest market by store count—and roughly 20 percent of its global total—though it contributes only about 8 percent of revenue.
MarketScreener

Unlike most markets where Starbucks licenses some stores, its entire China operation is wholly company-run.

While Starbucks endured three straight quarters of revenue decline in China in 2024, more recently the business has rebounded: it posted three consecutive quarters of year-over-year growth in 2025, including its first six-month stretch of positive same-store sales during the second quarter.
Comunicaffe International

Keurig Dr Pepper Shares Plunge to Multi-Year Low After JDE Peet’s Deal

Posted on by Qahwa World

New York – Qahwa World

Keurig Dr Pepper (NASDAQ: KDP) fell 3.6% in Monday trading, hitting a multi-year low of $26.09, after BNP Paribas downgraded the stock to Underperform. The drop reflects mounting skepticism over the company’s ambitious $18.4 billion acquisition of JDE Peet’s and its plan to split into two separate businesses.

BNP Paribas analyst Kevin Gundy said the deal was “one of the worst-received transactions in the consumer sector we have ever seen,” adding that management now faces the difficult task of convincing a shareholder base that has grown impatient. The firm cut its price target to $24, citing deal risk, global coffee demand elasticity, and what it called a “credibility setback.”

Deal Overview

The transaction, valued at €15.7 billion (~US$18.4B), offers JDE Peet’s shareholders a 33% premium to the 90-day average price. Once completed, KDP will split into:

Global Coffee Co. – about $16B annual sales, the world’s largest pure-play coffee company, including brands Keurig, Jacobs, and Peet’s Coffee.

Beverage Co. – more than $11B annual sales, covering Dr Pepper, Canada Dry, and 7UP.

The combined entity will remain under KDP’s current leadership, led by CEO Tim Cofer and CFO Sudhanshu Priyadarshi.

Why Investors Are Concerned

Debt Burden: Financing the deal relies heavily on debt, with leverage projected to rise into the high-5× EBITDA range. Moody’s has already placed KDP under review for downgrade.

Execution Risks: Integrating JDE Peet’s operations while simultaneously splitting into two companies creates unprecedented complexity.

Market Reaction: JDE Peet’s stock jumped on the premium offer, but KDP has lost about 25% since the August announcement.

Demand Uncertainty: Rising coffee costs and consumer shifts may pressure single-serve coffee demand, a core KDP segment.

KDP’s Strategic Bet

Despite the skepticism, management highlights:

Global scale and reach across North America, Europe, and Asia.

Synergies worth about $400M over three years.

Sharper focus for each business post-split.

Market Impact & Outlook

The stock market, for now, is focused more on the risks than the promises. KDP’s bold gamble could reshape the global coffee and beverage industry, but investors are demanding proof that the strategy can deliver.