Structuring CCD

A) Structuring CCD

CCD exemplifies how Diversified Business Corporations have achieved greater success in emerging country markets like India. What began as a humble Coffee Plantation Company, has today become a multi-business organization which operates in retail, agri-business, infrastructure, logistics and investment verticals. In fact, the company is known for its vertical integration to reduce costs, from owning the plantations, producing coffee to developing coffee vending machines and in store furniture. CCD’s success is attributed to its conducive work culture and its pleasant ambiance.

When the very first Coffee Internet Café shop was inaugurated in 1996 in Bengaluru - the Indian IT hub, professionals were employed to manage the outlet.

The various divisions for Cafe Coffee Day comprise:

1. Coffee Day Fresh 'n ' Ground that has over 400 retail outlets for coffee bean and powder

2. Coffee Day Square, an upmarket coffee in Bengaluru

3. Coffee Day Xpress that operates about 1000 kiosks for Coffee Day

4. Coffee Day Beverages, running over 14,000 coffee vending machines

5. Coffee Day Exports

6. Coffee Day Perfect for packaged coffee

7. Coffee Day B2C Plant - the division for manufacturing the Coffee Vending Machines

CCD’s success is also attributed to the over 11,000 acres of coffee plantations owned and another 3,000 acres being managed by itself. ABCTC is the largest Asian producer of Arabica Coffee Bean in Asia, known for following the best management and practices in the industry. Over 3000 skilled plantation workers have been employed in the coffee plantations of ABCTC. In addition, CCD also employs agents and has strategically located collecting depots across the

CCD’s Bengaluru office conducts a rigorous training for the newly Recruited Assistant Managers. They are hired for the right attitude and trained to display a friendly disposition to make the customer feel at ease. In India, the concept of treating the serving staff as part of the peers is catching up with CCD’s initiatives.

Employee Performance Appraisal is dconducted at regular intervals with the prime objective of enhancing the individual’s performance at work and productivity to meet the organizational goals. Good performance is positively reinforced with well received Reward Programs.

The biggest challenge for CCD according to its chairman is to get quality employees for its store. With the industry salary structures observing a notable rise and the emergence of newer opportunities, it is a challenge for CCD to retain its well trained talent pool. However, with a growth inducing work culture, competitve compensations and popular Reward Programs, CCD manages to hold its leadership position in the