Nestlé Officially Confirms Sale of Blue Bottle Coffee to Owner of China’s Luckin Coffee

VEVEY, Switzerland – Qahwa World

In a decisive move reshaping the global coffee landscape, Nestlé has officially confirmed the sale of its majority stake in the renowned brand “Blue Bottle Coffee” to Centurium Capital, the private equity firm that is the largest shareholder in China’s Luckin Coffee.

This announcement, made in conjunction with the company’s first-quarter 2026 earnings report, marks the conclusion of the Swiss giant’s nearly decade-long venture into the high-end specialty coffee retail sector.

Centurium Capital is the primary investment power behind Luckin, which is currently the largest coffee chain in China.

Under this agreement, Centurium will acquire Blue Bottle’s entire global retail network of approximately 140 luxury locations, as well as the majority of the consumer packaged goods business associated with the brand.

While this sale signals Nestlé’s retreat from managing physical storefronts, the company has not entirely abandoned the brand’s marketing power. In a strategic move aimed at boosting profitability and focusing on high-growth segments, Nestlé will retain the exclusive rights to produce and market Blue Bottle-branded coffee capsules designed for the Nespresso system.

This strategic separation allows Nestlé to shed the high operational costs linked to property management and labor in physical cafes while retaining the most profitable and expandable segment: the at-home and packaged coffee sector.

Philipp Navratil, CEO of Nestlé, stated that this step is part of a comprehensive portfolio review to strengthen core brands and achieve sustainable growth.

Financial details of the deal were not officially disclosed by either party, but industry sources and reports circulating since March 2026 suggest the transaction value is approximately $400 million. If these figures are accurate, they represent a notable decline from the brand’s $700 million valuation in 2017, when Nestlé originally purchased its 68 percent stake for roughly $425 million.

According to experts, this valuation reflects the significant challenges large corporations face in scaling “artisanal” brands without losing their distinct identity. When Nestlé first acquired Blue Bottle, the bet was on the possibility of maintaining the brand’s soul while expanding globally. However, the operational complexities of maintaining high quality standards across 140 different locations proved to be a major challenge against Nestlé’s efficiency goals.

For Centurium Capital, adding Blue Bottle to its portfolio provides a luxury pillar to complement the massive dominance of Luckin Coffee in the general consumer market. Luckin Coffee currently operates more than 31,000 locations and is following an unprecedented global expansion path.

Through the acquisition of Blue Bottle, Centurium will gain immediate entry into the ultra-premium specialty coffee segment without compromising Luckin Coffee’s reputation based on speed and technology.

Sources indicate that Centurium intends to keep the two brands completely separate, with Blue Bottle serving as a “prestige” offering for the group, particularly in high-end Asian shopping malls where demand for luxury brands is steadily increasing.

From a specialized coffee journalism perspective, this deal represents a pivotal moment in the industry’s history.

It suggests that the era of large global companies buying artisanal roasters has begun to shift toward more specialized ownership models. It also highlights the ongoing migration of global coffee trade centers toward Asian markets.

The presence of a Chinese-backed private equity firm at the head of a leading American brand like Blue Bottle reflects the new geopolitical reality of the coffee industry.

With the deal expected to finalize in the first half of 2026, specialty coffee experts are waiting to see if Blue Bottle can maintain its artisanal identity, born in Oakland, under the management of one of the most aggressive growth machines in the world.

Starbucks and Nestlé launch cold coffee concentrate for global markets

Dubai – Qahwa World

Nestlé and Starbucks are set to introduce a new ready-to-mix product aimed at the growing demand for cold coffee. The companies will roll out Starbucks Coffee Craft Concentrate in 2026 under their Global Coffee Alliance.

Made with Arabica coffee, the concentrate will be available in two flavors: Rich Black and Signature Caramel. The product is scheduled to debut in Japan, South Korea, and the United Kingdom, followed by expansion across Europe and Asia in 2027.

Ethel Touitou said the new product is designed to give consumers more control over how they prepare coffee at home. By simply adding water, milk, or plant-based alternatives, users can create a variety of iced drinks, including americanos and caramel-style beverages.

The Global Coffee Alliance, launched in 2018, combines Nestlé’s manufacturing and distribution capabilities with Starbucks’ brand presence. As a result, Starbucks-branded packaged products are now sold in nearly 80 markets worldwide.

Nik Dodi said the launch reflects the continued expansion of the partnership, bringing Starbucks-style coffee experiences into more homes and new consumption occasions.

Industry forecasts indicate continued growth in the cold coffee segment, with the global market expected to exceed $4 billion by 2030, driven by increasing consumer interest in convenient and customizable chilled beverages.

Top 20 Coffee Companies 2026

Dubai – Qahwa World

The global coffee market in 2026 is valued at around USD 145–176 billion, with projections reaching USD 227–275 billion by 2032–2034 at a CAGR of 5.1–6.6%. Growth is driven by premiumization, ready-to-drink (RTD) formats, single-serve pods, at-home brewing innovations, and sustainability-focused sourcing. Asia-Pacific is the fastest-growing region, while North America and Europe dominate in value through high-margin specialty products.

This report provides an independent ranking of the Top 20 Coffee Market Players for 2026, based on 2025–early 2026 industry data, including revenue analyses, packaged/at-home segment performance, and competitive landscape assessments. The ranking covers estimated global market share across packaged, at-home, and branded coffee products.

Key 2026 Developments

  • Nestlé leads in instant coffee and premium capsules.
  • JDE Peet’s and Keurig Dr Pepper remain separate; their $18 billion merger is expected to close in Q2 2026.
  • U.S. packaged giants like J.M. Smucker and Kraft Heinz maintain strong at-home segment presence.
  • Market fragmentation continues below the top tier, with specialty and regional players driving innovation.

Global Coffee Market Context (2026)

  • Market Value: USD 150–180 billion (estimated)
  • Key Formats: Packaged/at-home (dominant), ready-to-drink, single-serve, out-of-home retail
  • Growth Drivers: Premium/specialty demand, convenience, sustainability certifications, Asia-Pacific expansion
  • Challenges: Climate volatility affecting Brazil and Vietnam, traceability costs, ethical/direct-trade consumer preferences

Top 20 Coffee Companies (2026 Estimates)

Rank Company Name Key Coffee Brands Origin Country Estimated Market Share (%)
1 Nestlé S.A. Nescafé, Nespresso, Starbucks (at-home license) Switzerland 22.0
2 JDE Peet’s Jacobs, Douwe Egberts, Peet’s Coffee, Senseo, L’OR Netherlands 13.5
3 Keurig Dr Pepper Keurig pods, Green Mountain Coffee USA 9.8
4 Starbucks Corporation Starbucks pods, ground, RTD at-home USA 9.2
5 The J.M. Smucker Company Folgers, Dunkin’ (packaged/at-home) USA 5.5
6 The Kraft Heinz Company Maxwell House, other mass-market blends USA 4.8
7 Lavazza (Luigi Lavazza S.p.A.) Lavazza, Carte Noire Italy 4.5
8 Melitta Group Melitta (filter/pods), brewing products Germany 4.0
9 Tchibo GmbH Tchibo, European blends Germany 3.2
10 Strauss Group / UCC Strauss Coffee, UCC Coffee Israel / Japan 2.8
11 illycaffè (Illy) Illy, Segafredo Zanetti Italy 2.4
12 Tata Consumer Products Tata Coffee, Coffee Bean & Tea Leaf (at-home) India 2.1
13 Massimo Zanetti Beverage Group Segafredo, foodservice brands Italy 1.9
14 UCC Ueshima Coffee Co. UCC (canned/RTD) Japan 1.6
15 Farmer Bros. Co. Caribou Coffee (at-home) USA 1.3
16 JAB Holding Company (select assets) Peet’s, other premium holdings Belgium 1.1
17 The Coca-Cola Company (Costa) Costa Coffee (RTD/packaged) UK / USA 0.9
18 Intelligentsia Coffee / Blue Bottle Blue Bottle (premium) USA 0.7
19 Stumptown Coffee Roasters Stumptown (specialty) USA 0.6
20 Dutch Bros. Coffee Dutch Bros (packaged/RTD) USA 0.5

Total share of Top 20: Approximately 85–88%, with the remainder split among hundreds of independent and specialty roasters.

Strategic Positioning of Top Players

Global Giants (Ranks 1–4)

Nestlé dominates instant coffee and premium capsules while managing the Starbucks at-home license. JDE Peet’s and Keurig Dr Pepper lead in pods and convenience segments. Starbucks leverages its brand for strong at-home and ready-to-drink presence.

U.S. Packaged Leaders (Ranks 5–6)

J.M. Smucker (Folgers) and Kraft Heinz (Maxwell House) maintain significant U.S. market share with affordable, widely distributed coffee products.

European & Premium Specialists (Ranks 7–11)

Lavazza, Melitta, Tchibo, Strauss/UCC, and illycaffè focus on espresso and filter traditions, emphasizing quality-driven growth in Europe and emerging markets.

Niche & Emerging Players (Ranks 12–20)

Tata leverages Indian origin strength, Massimo Zanetti and UCC focus on RTD and foodservice, and specialty brands like Intelligentsia and Stumptown capture premium niches. Dutch Bros. and Caribou expand into packaged products.

Market Outlook 2026 and Beyond

The top 6–8 players control over 60% of the packaged and at-home market. Innovation flows from independent and specialty players. The pending Keurig Dr Pepper–JDE Peet’s merger could create a new global competitor rivaling Nestlé.

Critical success factors:

  • Investments in sustainability and traceability
  • Innovation in recyclable pods, functional RTD, and premium single-origin products
  • Adaptation to climate-driven supply risks and rising Robusta demand

This ranking is based on cross-verified industry data as of April 2026. The coffee market remains dynamic, culturally vital, and full of opportunity for players balancing scale with quality and consumer trust.

Data sourced from Coffeeness, Global Growth Insights, Expert Market Research, and other industry analyses for the packaged and at-home coffee segment.

 

KitKat Heist Turns Into a Global Story Captivating Millions

Dubai – Qahwa World

In one of the most unusual cargo theft incidents in Europe recently, a truck carrying more than 413,000 KitKat bars, with a total weight of nearly 12 tons, disappeared while en route from a factory in central Italy to Poland. The incident occurred on March 26, 2026, and neither the truck nor its contents have been recovered so far.

Swiss giant Nestlé, the owner of the KitKat brand, confirmed the incident in an official statement released late last week. The company said the shipment included a new range of products, among them a special edition inspired by Formula 1, with chocolate bars shaped like miniature race cars. No injuries were reported, and authorities have yet to disclose details about how the theft was carried out, though it appears to have been a highly organized operation targeting the truck on a European highway.

Instead of issuing a routine statement, Nestlé chose a different approach. On April 1, 2026, the company launched an interactive online tool called the “KitKat Tracker,” emphasizing that it was not an April Fool’s joke. The tool allows consumers to enter the eight-digit code printed on the back of any KitKat wrapper to check whether it belongs to the stolen batch. If a match is found, users are encouraged to report it so the information can be shared with authorities.

This move significantly changed consumer behavior. Buying chocolate is no longer a routine act—it now involves checking the wrapper and verifying the code. Some consumers even share their results on social media, creating widespread engagement without a traditional advertising campaign. Nestlé also noted that cargo theft has become an increasing issue in Europe, but it used this incident as an opportunity to connect with the public in a creative way.

As a result, what could have been a reputational setback turned into a widely discussed story. Media outlets covered the incident extensively, while social platforms filled with user-generated content and reactions. Although the stolen shipment could still appear in unofficial markets, the tracking tool helps make identification easier. Nestlé stated that market supply would not be significantly affected, while the media buzz has made the product even more appealing.

From a business perspective, this case stands out as a strong example of crisis management. Rather than damaging the brand, the incident strengthened consumer engagement. The product itself has not changed, but its story has become far more compelling.

As of April 4, 2026, the truck and its 413,000 chocolate bars remain missing, with investigations ongoing across several European countries. Meanwhile, consumers continue to take part in the story—buying, checking, and following updates.

In the end, this is more than just a chocolate theft. It is a story of how a major company turned an unexpected crisis into an engaging narrative that captured global attention.

Nestlé, ILO launch two-year coffee labour rights project

Dubai – Qahwa World

Nestlé and the International Labour Organization (ILO) are expanding their long-standing partnership by launching a new, two-year project, “From fair recruitment to worker protection in coffee supply chains,” focused on promoting labour rights in the coffee supply chains of three key sourcing countries: Brazil, Colombia and Mexico.

Building on its standard-setting role and convening power, the ILO will facilitate social dialogue among governments, employers’ and workers’ organizations to identify and address key drivers of decent work deficits and labour-related risks in coffee supply chains. Based on these insights, the project will implement targeted country-level interventions to promote fair recruitment practices and labour rights. Interventions at the country level will also support global knowledge-sharing across the coffee sector.

You may also be interested in: Nestlé Considers Selling Blue Bottle Coffee Stake

Dan Rees, Director, ILO Priority Action Programme on Decent Work in Supply Chains, said: “Coffee production sustains the livelihoods of approximately 20–25 million families worldwide, generating vital income and employment. However, decent work deficits in coffee supply chains persist, particularly among seasonal and migrant workers. Through this project, we aim to advance labour rights and promote decent work and contribute to more sustainable supply chains.”

Antje Shaw, Head of Sustainability for Coffee at Nestlé, said: “Our partnership with the ILO represents a significant step to advancing and promoting human rights in coffee supply chains. By working together, we can progress faster in creating more resilient and inclusive coffee value chains, where workers are treated with dignity.”

You may also be interested in: Nestlé to Reduce Workforce as Part of Cost-Saving Drive

The project is supported by the Nescafé Plan, Nestlé’s global sustainability programme for the brand, and will contribute to the ILO Fair Recruitment Initiative, which supports the promotion and implementation of fair recruitment principles worldwide, as well as to the ILO flagship programme Safety + Health for All, particularly its Vision Zero Fund, which promotes the fundamental right to a safe and healthy working environment in supply chains.

Nestlé is a founding member of the Child Labour Platform (CLP) convened by the ILO and a partner in projects aimed at promoting decent work in agricultural supply chains.

Top 20 Most Powerful Coffee Companies in the World 2026

The Map of Influence and the $200 Billion Battle

DUBAI – QAHWA WORLD

In 2026, the coffee sector has transcended being a mere consumer commodity to become one of the most complex and influential sectors in the global economy. As the market value surpasses the $200 billion mark, the map of power has been redrawn. “Store count” is no longer the sole metric of success; instead, Big Data, Sustainable Supply Chains, and Digital Delivery Speed have become the primary engines of growth. This report highlights the 20 titans shaping the coffee landscape in 2026 based on operating income, market influence, and geographical footprint.

Top 10 Coffee Companies in the Retail Sector (Coffee Chains)

  1. Starbucks – USA:

    • Revenue: ~$39.2 Billion.

    • Footprint: +40,000 stores in 86 countries.

    • Analysis: Remains the dominant global force. In 2026, it successfully integrated the “Deep Brew” AI to predict customer orders with 95% accuracy and solidified its position in China despite fierce competition.

  2. Luckin Coffee – China:

    • Revenue: ~$6.8 Billion.

    • Footprint: +22,000 stores (surpassing Starbucks in Asia by count).

    • Analysis: Operates on a “Cloud Cafe” model with 100% digital ordering. Its strength lies in low overhead costs and lightning-fast expansion.

  3. Tim Hortons – Canada:

    • Revenue: ~$4.8 Billion.

    • Footprint: +5,900 stores.

    • Analysis: The powerhouse of the RBI group. It expanded aggressively in 2026 into emerging markets like India and the Philippines while maintaining absolute dominance in Canada.

  4. McCafé – USA:

    • Estimated Revenue: ~$3.5 Billion (as a standalone segment).

    • Footprint: Available in most McDonald’s locations (+40,000 points).

    • Analysis: The “silent” competitor to Starbucks. In 2026, it pivoted toward high-quality specialty beans to compete with premium cafes at economy prices.

  5. Dunkin’ – USA:

    • Footprint: +13,500 stores.

    • Analysis: Under Inspire Brands, Dunkin’ has transformed into a tech-centric company, with 60% of sales processed via mobile apps in 2026.

  6. Costa Coffee – UK:

    • Footprint: +4,300 stores and +16,000 “Costa Express” machines.

    • Analysis: Its true strength in 2026 lies in “Smart Vending,” delivering cafe-quality coffee in gas stations and airports, backed by Coca-Cola’s logistics.

  7. Panera Bread – USA:

    • Revenue: ~$6.2 Billion.

    • Analysis: A pioneer in the “Subscription Economy.” In 2026, its “Unlimited Sip Club” reached record numbers, ensuring steady recurring cash flow.

  8. Cotti Coffee – China:

    • Footprint: +8,000 stores.

    • Analysis: The challenger that was born big. It follows an aggressive pricing strategy, securing the 8th spot globally by store count in record time.

  9. Peet’s Coffee – USA:

    • Analysis: Focuses on “Coffee Purists.” In 2026, it became the go-to reference for fresh-roasted coffee in the premium US and Asian markets.

  10. Caribou Coffee – USA:

    • Footprint: +850 stores.

    • Analysis: Despite a smaller footprint, it dominates the US Midwest and maintains a powerful presence in the Middle East through franchising.

Top 10 Coffee Companies in the Manufacturing Sector (Packaged & Home Coffee)

  1. Nestlé – Switzerland:

    • Coffee Revenue: +$26.5 Billion.

    • Brands: Nescafé, Nespresso, Starbucks At Home.

    • Analysis: The “Central Bank of Coffee.” Dominates soluble coffee and capsules, holding the largest R&D budget for climate-resilient coffee strains.

  2. JDE Peet’s – Netherlands:

    • Revenue: ~$10.2 Billion.

    • Analysis: The European giant with over 50 brands. In 2026, it strengthened its grip on packaged coffee in emerging markets.

  3. Keurig Dr Pepper – USA:

    • Revenue: ~$15.5 Billion (Total Group).

    • Analysis:* Controls the “Single-Serve” system in North America and serves as a manufacturing partner for over 100 other brands.

  4. Lavazza – Italy:

    • Revenue: ~$3.4 Billion.

    • Analysis: The icon of Italian coffee. In 2026, it successfully acquired several specialty roasters in Europe to boost its “Premium” segment presence.

  5. Tchibo – Germany:

    • Analysis: A unique business model combining coffee trade with consumer goods, holding a dominant position in Germany and Eastern Europe.

  6. Olam Food Ingredients (OFI) – Singapore:

    • Analysis: The “Back-end Engine.” The largest supplier of green beans and processed coffee to most companies on this list, making it a strategic player in global pricing.

  7. UCC (Ueshima Coffee Co.) – Japan:

    • Analysis: A leader in Ready-to-Drink (RTD) and canned coffee innovation. Dominates the Asian market and owns model estates in Hawaii and Brazil.

  8. Melitta – Germany:

    • Analysis: Controls both the brewing equipment and the coffee itself, providing a competitive edge in the “At-Home” segment.

  9. illycaffè – Italy:

    • Analysis: While not the largest by revenue, it is the strongest in “Reputation.” In 2026, illy remains the gold standard for the luxury hotel and restaurant sector worldwide.

  10. Strauss Coffee – Brazil/Israel:

    • Analysis: Dominates the Brazilian market (the world’s largest producer) and holds leading market shares in Russia and Eastern European countries.

Key Indicators for 2026

  • Digital Transformation: 45% of sales for major companies (like Starbucks and Luckin) are now conducted via mobile apps.

  • Sustainability: Net-zero carbon commitment has become a prerequisite for staying on the list; Nestlé and Lavazza have invested billions in sustainable supply chains.

  • Specialty Growth: Giants are increasingly acquiring small specialty roasters to cater to Gen Z preferences.

  • The Asia Market: China is no longer an “emerging” market; it has become the “Main Engine” for global store growth.

Major Trends of 2026

This report shows that the gap between “cup sellers” and “coffee manufacturers” is narrowing. Power in 2026 belongs to companies that own Customer Data and control the Supply Chain from Farm to Cup. We also note the rise of Ready-to-Drink (RTD) coffee as the fastest-growing segment, prompting giants like Nestlé and Coca-Cola (Costa) to inject massive investments.

Research Note: This data was compiled based on fiscal year-end reports for 2025 and growth projections for Q1 2026. Financial figures reflect market value and operational cash flows.

Nestlé Considers Selling Blue Bottle Coffee Stake

Dubai – Qahwa World

Sources indicate that the Swiss food and beverage conglomerate, Nestlé, is exploring the sale of its interest in Blue Bottle Coffee. The company is reportedly working with investment bank Morgan Stanley to manage the potential transaction.

Background on the Investment

2017 Acquisition: Nestlé secured a majority 68% share in Blue Bottle Coffee in 2017 for an estimated $425 million. At the time, this deal valued the specialized US coffee group at $700 million.

Initial Strategy: Announcing the acquisition, Nestlé positioned Blue Bottle as a gateway into the fast-growing, ‘super-premium’ US coffee shop segment, intended to complement their existing portfolio of brands like Nescafé and Nespresso.

Current Operations: California-based Blue Bottle, founded by James Freeman in 2002, currently runs over 100 high-end cafés in markets including the US, Japan, South Korea, China, Hong Kong, and Singapore. The company continued to operate as a stand-alone entity after the majority acquisition.

Rationale for Potential Divestment

The reported move to divest Blue Bottle comes amidst several strategic shifts at Nestlé:

Efficiency Drive: The potential divestiture aligns with a broader efficiency drive by new CEO Philipp Navratil to streamline the company’s portfolio and deliver $3.8 billion (CHF 3$ billion) in savings by 2028, amidst slowing sales and rising cost pressures. The focus is reportedly shifting toward more scalable, global brands rather than niche physical retail operations.

Potential Discount: Three sources cited by Reuters suggest that the boutique coffee operator might be sold at a lower valuation than its 2017 purchase price, indicating the investment has not generated sufficient gains.

Operational Challenges: While Blue Bottle has nearly doubled its store count since the acquisition, the move to sell highlights the complexities of operating a high-cost, high-service café business that prioritizes the specialized experience (like hand-drip extraction) over the high-volume efficiency that large corporations typically seek.

Strategic Options and Future Focus

Partial Sale: One source mentioned Nestlé might pursue a partial sale, specifically offloading the physical café business while retaining Blue Bottle’s intellectual property (IP).

Leveraging the Brand: This strategy would allow the company to continue selling packaged Blue Bottle-branded productssuch as wholebean coffee, ground coffee, and ready-to-drink (RTD) linesmirroring the model of its lucrative Global Coffee Alliance with Starbucks. The $$7.1$ billion Starbucks deal, finalized a year after the Blue Bottle acquisition, grants Nestlé exclusive rights to market and distribute Starbucks-branded retail packaged coffee products outside of Starbucks’ own stores.

The re-evaluation of its coffee investments by Nestlé is part of a wider industry trend. Other major conglomerates, such as Coca-Cola (which is also reportedly reviewing its Costa Coffee chain) and JAB Holding Company (reducing its stake in JDE Peet’s), have also been adjusting their large-scale coffee strategies to focus on packaged products and core businesses.

Global Coffee Giants Face Slower Growth and Rising Costs

Dubai – Qahwa World

Leading coffee companies are encountering a slowdown in consumer demand. Poor harvests, trade tariffs, and rising costs have weakened coffee consumption in Western markets, slowing sales growth and putting pressure on company valuations in the $400 billion industry. Expansion into emerging markets like China is seen as the next step, but it will likely be a costly and complex effort.

The modern coffee surge began in the late 1990s, peaking just before the pandemic. Major chains like Starbucks spread rapidly through Western cities, followed by the emergence of numerous specialty coffee shops. Companies such as Nestlé expanded their coffee lines to capitalize on growing demand for a high-margin beverage.

In 2018, Nestlé acquired the rights to sell Starbucks-branded products outside the U.S. for $7 billion. That same year, JAB, owner of JDE Peets, invested $2 billion to acquire a controlling stake in Pret A Manger. Coca-Cola also purchased Costa for $5 billion, describing the chain as a platform to broaden coffee sales from supermarkets to automated vending.

Yet, recent years have seen challenges mount. Coffee prices have surged, making popular drinks like cappuccinos and lattes more expensive for consumers, particularly in inflation-affected regions. In the U.S., ground coffee reached a record $9 per pound, double the price from 2021, and coffee prices increased 9% in the past year, well above overall inflation.

Future production faces risks from extreme weather events—droughts, floods, and frost—in key coffee-growing countries such as Brazil, Indonesia, and Vietnam. Rising labor costs and other operational expenses now make up roughly 90% of the cost of a cup of coffee. Tariffs on countries producing coffee pods, including Switzerland and Brazil, further strain margins, though recent U.S. agreements with Argentina, Ecuador, Guatemala, and El Salvador may ease some pressures.

The sector is seeing major shifts. Starbucks, valued at $100 billion, has faced profit warnings and is closing about 1% of its stores under CEO Brian Niccol. Keurig Dr Pepper’s $18 billion purchase of JDE Peets is designed to separate higher-margin beverage sales from lower-margin coffee operations. Pret A Manger also recorded a significant write-down, and Coca-Cola has considered divesting Costa due to underperformance.

Nestlé, whose at-home coffee products tend to be smaller and lower in caffeine content, appears better positioned against inflation. Still, the bigger challenge is sustaining growth in already crowded markets. In the U.S., Starbucks and Dunkin’ Donuts operate nearly 30,000 stores combined, while in the U.K., 98 million cups of coffee are consumed daily, with almost one in five people visiting a coffee shop each day.

To find growth, companies are increasingly turning to China and Latin America. Nestlé’s new CEO, Philipp Navratil, plans to introduce products in these regions, and Starbucks recently announced 145 new stores across Latin America and the Caribbean. However, income levels remain modest in these markets, competition is intense, and marketing costs will likely rise, limiting profitability. Starbucks’ experience in China demonstrates the difficulty of competing with local operators and imitations.

Expanding beyond saturated Western markets is logical, but the path forward may mean slower growth and smaller margins for the coffee industry.

Regenerative Agriculture Boosts Vietnamese Coffee Farmers’ Income by 150%

Dubai – Qahwa World

Vietnamese coffee farmers have achieved a remarkable 150% increase in income by shifting to regenerative agriculture, an innovative approach that promotes environmental sustainability while improving crop quality and productivity.

According to a report by Nestlé Vietnam, the adoption of regenerative practices under the NESCAFÉ Plan has enabled farmers to save 40%–60% of irrigation water, reduce chemical fertilizers and pesticides by 20%, and significantly increase yields and income.

The initiative was highlighted during a seminar titled “The Role of Farmers in Regenerative Agriculture”, held on October 31 at the Nestlé Trị An factory in Dong Nai province, where more than 60 outstanding farmers and agricultural sustainability experts gathered to celebrate success stories from the program.

Binu Jacob, Managing Director of Nestlé Vietnam, stated during the event: “At Nestlé, people are at the heart of our sustainability journey. The NESCAFÉ Plan represents a long-term commitment to support farmers in implementing regenerative agriculture to enhance their income and quality of life.”

Jacob added that close cooperation with farmers is vital to building a more sustainable future for Vietnam’s coffee industry, reflecting Nestlé’s dedication to both environmental and social responsibility.

Truong Hoang Phuong, Director of Nestlé Trị An Factory, emphasized that farmers are the starting point of coffee quality, saying: “The quality of coffee begins in the field. Farmers are the foundation of success, while the factory amplifies their efforts by bringing this value to global markets.”

The event also featured a tour of the factory’s modern coffee processing facilities, where farmers learned about production technologies and the journey of Vietnamese coffee beans now exported to over 40 international markets, including Europe, Japan, South Korea, and the United States.

Farmers shared their experiences in adopting regenerative agriculture and digital farm management to improve soil health and productivity. Dao Duy Quynh, a farmer from Gia Lai province, said:

“The program completely changed how we work. We learned to farm in ways that protect the environment while increasing our income.”

Since its launch in 2011, the NESCAFÉ Plan has delivered more than 467,000 training sessions on sustainable coffee farming, provided improved seedlings to around 21,000 farmers annually, and distributed over 86 million high-yield, pest- and drought-resistant plants, helping rejuvenate over 86,000 hectares of aging coffee farms.

This transformation marks a significant milestone in promoting sustainable coffee production in Vietnam, supporting a greener and more responsible coffee economy, and reinforcing the country’s position as one of the world’s leading coffee producers and exporters.

 

Nestlé to Reduce Workforce as Part of Cost-Saving Drive

Dubai – Qahwa World

Nestlé, the Swiss multinational food and beverage corporation, has revealed plans to cut roughly 6% of its global workforce over the next two years as part of a broad efficiency initiative.

Under new CEO Philipp Navratil, the company aims to eliminate about 16,000 positions. Of these, around 12,000 will be in corporate and administrative roles, while the remaining 4,000 will affect manufacturing, logistics, and supply-chain operations.

The job cuts respond to persistent cost pressures and two consecutive quarters of revenue decline. In the first nine months of 2025, Nestlé’s sales fell by 1.9% year-on-year to CHF 65.9 billion ($76.8 billion). Nonetheless, the company credited its coffee and confectionery divisions—underpinned by price increases—for delivering solid growth.

Navratil is pushing to expand Nestlé’s cost-savings target from CHF 2.5 billion to CHF 3 billion by the end of 2027. He described the cuts as “hard but necessary,” noting that while Nestlé’s size offers advantages, it also brings complexity and inefficiencies that must be addressed.

According to the company, the planned reductions in corporate staffing are expected to yield approximately CHF 1 billion in annual savings. Efficiency drives in the production and supply chain segments are intended to support further cost mitigation through automation and operational consolidation.

While Nestlé’s nutrition segment and operations in China were among the weaker performers, the coffee segment showed resilience—even as commodity prices remained elevated and consumer spending softened in many markets.

In particular, the company implemented an average price increase of 7.4% across key coffee and confectionery brands such as Nescafé and Nespresso—moves that helped support growth across all regions. Nestlé also reported strong momentum in its ready-to-drink and coffee concentrate lines, especially in Asian and Oceanic markets.

The decision to downsize globally underscores the intense cost pressures faced by one of the world’s largest food and beverage companies. Even strong-performing sectors like coffee could not completely offset rising production and raw-material expenses, particularly for green coffee and cocoa.

In the coffee commodities market, both Arabica and Robusta prices remain at historically high levels. In September 2025, Arabica futures exceeded $4 per pound for the first time since April, while Robusta prices hovered near $5,694 per tonne—strained by adverse weather, reduced yields in Brazil and Vietnam, and continued supply chain disruptions.

Nestlé Appoints Alfonso Gonzalez Loeschen as New Nespresso CEO

Nestlé has named Alfonso Gonzalez Loeschen as the new CEO of Nespresso, effective 1 November 2025.

Loeschen, who has served as CEO of Nespresso North America since January 2020, succeeds Philipp Navratil. Earlier this month, Navratil was promoted to CEO of Nestlé Group following the dismissal of Laurent Freixe.

Since joining Nestlé in 1992, Loeschen has held multiple senior positions, including General Manager for Nestlé Puerto Rico (20122014) and Chief Marketing Officer at Nespresso (20152019). With his new role, he will also join Nestlé’s Executive Board.

Under his leadership in North America, Nespresso successfully expanded its Vertuo system across the US, Canada, and Mexico, achieving double-digit growth in both sales and volume. Nestlé praised Loeschen’s track record, citing his ability to drive performance and inspire teams.

“Alfonso’s extensive expertise and deep understanding of the portioned coffee category, along with his results-focused approach and talent to inspire teams, will enable him to drive performance and execution,” said Navratil.

Founded in 1985, Nespresso now operates in 81 markets and runs more than 800 retail boutiques across 76 countries.

The appointment is the latest in a series of leadership changes at Nestlé. In addition to Freixe’s dismissal and Navratil’s promotion, Nestlé announced that Pablo Isla will take over as Chairman on 1 October 2025seven months earlier than plannedafter Paul Bulcke agreed to step down following investor pressure over his leadership and decision-making.

Investor Pressure Forces Early Exit of Nestlé Chairman Paul Bulcke

Dubai, 17 September 2025 (Qahwa World) – Nestlé, the world’s largest food and beverage company, has accelerated its leadership transition following the early departure of Chairman Paul Bulcke, who stepped down amid mounting investor pressure and criticism of his crisis management.

Bulcke was originally scheduled to retire in April 2026, but the Board of Directors confirmed that Vice Chairman Pablo Isla will take over the role of Chairman on 1 October 2025—seven months ahead of plan. Isla, widely respected for his tenure as CEO of Inditex, the Spanish fashion group behind Zara, is seen as a steady hand capable of restoring investor confidence and guiding Nestlé into a new chapter of governance.

The accelerated shift comes in the wake of investor dissatisfaction with Bulcke’s handling of allegations against former CEO Laurent Freixe. Freixe was accused of misconduct following revelations of an undisclosed relationship with an employee. Although the case surfaced earlier in 2025, decisive action was delayed until 1 September, when Freixe was formally dismissed after an external investigation.

Freixe’s departure paved the way for Philipp Navratil, previously Global CEO of Nespresso, to assume the top executive position at Nestlé. The delay in addressing the matter, however, was viewed by many shareholders as a failure of corporate governance and a reputational risk for the multinational giant.

In his resignation statement, Bulcke emphasized his confidence in the company’s future leadership:
“I have full trust in Nestlé’s new leadership and firmly believe this is the right moment to step aside. Pablo and Philipp will bring renewed energy and fresh perspective to Nestlé’s strategy.”

After a career spanning 46 years—from his early days at Nestlé in 1979 to becoming CEO and later Chairman—Bulcke has been awarded the honorary title of Chairman Emeritus, recognizing his long-standing contributions. His tenure saw Nestlé expand aggressively into emerging markets, consolidate its global brands such as Nescafé and Nespresso, and adapt to shifting consumer demands in nutrition and sustainability.

Alongside the leadership handover, Nestlé announced significant board-level changes to reinforce corporate oversight. Dick Boer, former CEO of Dutch retailer Albert Heijn and a respected figure in European retail, has been appointed Lead Independent Director and Vice Chairman. Boer also holds non-executive roles at Shell, Just Eat, and SHV.

Meanwhile, Marie-Gabrielle Ineichen-Fleisch, former Swiss State Secretary for Economic Affairs and a board member since 2023, has also been elevated to Vice Chair, reflecting Nestlé’s efforts to strengthen both independence and diversity in its governance structure.

Analysts view the developments as one of the most significant leadership shifts at Nestlé in recent years, underscoring how investor pressure is reshaping corporate governance even at the highest levels. The swift succession may help rebuild investor trust at a time when global food and beverage companies face rising regulatory scrutiny, volatile commodity prices, and consumer demand for more sustainable practices.

The transition also has implications for Nestlé’s coffee business, which remains a cornerstone of its global portfolio. Nespresso and Nescafé continue to face fierce competition in both mature and emerging markets, and leadership stability is expected to be crucial for maintaining growth momentum.

With Paul Bulcke’s departure, Nestlé embarks on a new era under Pablo Isla’s chairmanship and Philipp Navratil’s leadership as CEO. The reshuffle reflects a broader push toward transparency, accountability, and strategic renewal, ensuring Nestlé remains a global powerhouse in food, beverages, and coffee for decades to come.