A coffee With Stefanos Domatiotis, former Brewers Cup Champion, consultant, founder of Create

MILANO – “I started working in the coffee world around 1997, when, to support myself, I took a job as a floor assistant in a coffee shop. Just a part-time gig while I was trying to figure out what to do with my life. But the more I learned, the more fascinated I became. I was quick, I knew how to organize the workflow, and soon I was asked to work behind the counter. That’s when I realized coffee wasn’t just a beverage. It had a thousand nuances, and my curiosity drove me to dig deeper.

In 2004, I won the National Barista Championship for the first time and represented Greece at the World Barista Championship in Trieste. That was when I began to understand that coffee was not just about taste, but a world where I would always be learning. In the years that followed, as I kept competing internationally, I saw firsthand how coffee is constantly evolving. Just when you think you’ve mastered something, a new technique, a new origin, or a new approach emerges—proof that there’s always more to explore. It’s like an endless journey of curiosity, experimentation, and knowledge.

And this knowledge is never fixed; it expands at the same pace as the market and the culture around it. In 2010, I competed in the World Barista Championship in London, again representing Greece, and for the first time I made it into the world’s top six baristas.

That moment strengthened my belief that behind every cup there are stories, people, and connections, and that growth comes only through continuous research and discovery.

Over the years I’ve taken on many roles in coffee: I was a barista, I competed, I became a trainer and later a consultant—the role that defines me the most today.

That’s why I founded Create: because I’m passionate about entering someone else’s world—whether it’s a café, a hotel, or a roastery—and helping them see new possibilities for their business. We can solve problems, spark creativity, and strengthen the vision of the person asking for support. This work allows me to put into practice and share everything I’ve learned over the years. But every time, I also learn something from them. That exchange is what keeps me motivated: being enriched with new experiences.

Create aims to make knowledge accessible and experiences memorable. Taste must become the common language that connects the entire supply chain, from the plantation to the cup. We want to bridge the gap between professionals and consumers, and for us, taste is the language that unites everyone. Whether you’re a guest enjoying coffee in a hotel, a barista serving behind the counter, or an entrepreneur developing a concept, taste is the starting point—it’s what connects us all. Through consulting and training, we help businesses translate the language of taste into something tangible: better menus, more efficient workflows, well-trained teams, and ultimately, more satisfied customers. Training is at the heart of what we do, but it’s never an end in itself—it’s about creating real impact.

I entered barista competitions because I wanted to test myself, to see how far passion and discipline could take me. But competitions were never just about winning. They were about growth, pushing beyond my limits, and sharing coffee in a way that could inspire others.

Winning the World Brewers Cup in 2014 changed my life. On a personal level, it was overwhelming—like years of hard work, failures, and sacrifices condensed into a single moment, into a single cup.

I still remember exactly how I felt when my name was called: a mix of joy and disbelief. It wasn’t just my victory—it felt like a victory for everyone who had believed in me and supported me along the way. Professionally, it gave me a voice in the coffee world. It opened doors, yes, but above all it gave me a responsibility: to use that platform to share knowledge, mentor others, and help people believe in themselves and in their ability to achieve their goals.

We must look to the future with positivity. If I think about current trends and imagine the future of coffee, I believe education will become increasingly practical and science-driven—because science helps us understand what’s happening in the cup, while practice helps us put that science into action. The future will belong to those who know how to balance the two, keeping coffee human and accessible.

I also believe curiosity—both from consumers and professionals—will only keep growing. People will want to know not just what determines a coffee’s flavor, but how that flavor was created. This is where science brings clarity. At the same time, coffee is also about sharing an experience, which comes through practice, touch, and connection.

Another key element for the future is communication. Having knowledge and skills is not enough—we must be able to explain coffee in ways everyone can understand: farmers, baristas, everyday consumers. The true future of education will be when science, practice, and clear, accessible communication come together. That’s when coffee can remain a source of inspiration.

Coffee professionals also carry a huge responsibility in promoting sustainability and ethical sourcing. Behind every cup there is a chain of people: farmers, pickers, roasters, baristas. If we don’t honor this chain with fairness and transparency, then what are we really doing? Sustainability is not a trend—it’s about the survival of the entire industry, which continues to be driven by extraordinary innovations.

I’m fascinated by the creativity now applied to processing: anaerobic fermentation, carbonic maceration, experimental yeast inoculations.

These methods are pushing coffee into flavor territories we never thought possible. Suddenly, you can taste tropical fruit, floral notes, or sparkling acidity in origins where you’d never expect to find them. It’s almost like writing a new vocabulary for coffee.

What excites me most is that these innovations not only create extraordinary flavors but also open up new opportunities for producers. By experimenting with processing, farmers can add value to their harvests and stand out in a competitive market. This translates into greater recognition and, hopefully, better prices at origin.

On the production side, I love the evolution of technology: precision tools, better grinders, automated systems that still respect craftsmanship. But no matter how far innovation goes, it always comes back to a simple truth: the pleasure of taste in the cup. And right now, it feels like we’re standing at the threshold of an entirely new range of flavor experiences. That’s why I remain curious. I keep asking questions, tasting constantly, and surrounding myself with inspiring people.

Coffee has this wonderful ability to remind you that there’s always something new to discover—something capable of surprising you. Traveling also plays a big role in that. Every time I visit a coffee community—whether it’s a farm, a roastery, or even a café somewhere in the world—I realize how much knowledge is out there waiting to be shared. Seeing how others approach coffee, sometimes in very simple but always very different ways, makes me humble and pushes me to rethink my perspective.

I try to maintain the mindset of a student, not just a professional. I stay open, willing to learn from anyone, and let every cup teach me something new.

If coffee hadn’t been my path, I think I would have devoted myself to painting. I’ve always loved playing with colors, textures, and shapes to express ideas and emotions. For me, painting is very much like coffee: both are creative, both are about balance, and both can tell a story without words. I would have sought that connection between craftsmanship and human expression on a canvas instead of in a cup.”

The post Stefanos Domatiotis, the former Brewers Cup Champion says: “I entered   barista   competitions because I wanted to test myself” appeared first on Comunicaffe International.

Physical products and digital generation

by Alvin Kim

“How do you sell a physical product to a digital generation? For a coffee company tethered to a physical space, imagining a digital future might feel daunting.

But adaptation might be the key to success for coffee companies, because for the first time in history, postmillennial “digital natives” are set to become the generation with the greatest buying power, a generation that has only known a world with the internet.

Specialty coffee brands have long held to the adage “build it and they will come,” but that model of old is not enough to stay ahead in today’s interconnected business environment. In other words, it’s simply not enough to have the “best quality coffee” or the best hospitality.

Those things are the new standard at a time when products from around the world are at our fingertips. Instead, Kosta Kallivrousis weaves together examples of brands co-creating products and experiences with their audiences that result in greater loyalty and deeper connection. You could say, this is a new paradigm of “build it together and they will commune.”

For many brand owners, it might sound like relinquishing control of the brand’s identity or values to strangers. But as you’ll read, the opposite is true; to share your brand you need to know it deeply. To illustrate that, Kallivrousis shares examples of how coffee brands are finding new ways to engage, like community-created seasonal drinks or hosting run clubs. Some, like Chamberlain Coffee, are vetting products through their online communities and adapting them based on feedback.

Great marketers know that the best products solve real problems, ones that customers truly care about. So, don’t wait until your physical product is built to see if it succeeds, engage your customers earlier in the process—give them a peek behind the curtain. And if you’re not sure where to start, take stock of your coffee’s attributes using the Coffee Value Assessment (CVA) by recording flavor descriptors, your favorite cup characteristics, and extrinsic attributes such as producer information or certifications. Then, survey your customers or compare those attributes to sales data.

Relationships are a two-way street; tell your customers about your brand, but spend time understanding who they are. As Kallivrousis will tell you, this type of connection can build loyal customers that take an active role and “are more likely to stay with and promote brands.” Working in dialogue with customers can help you to create a voice as a brand. Audiences will find you, they’ll resonate with you, and they’ll want to join in your success.”

The new coffee market

by Kosta Kallivrousis

“I’ve been working in the sector since 2016 and saw an explosion of small- to medium-sized roasters starting or coming into maturity. It seemed like growth would be infinite—that is, until March 2020.

Since the Covid lockdowns, working as a sales representative for green coffee importers,  I have watched clients’ business strategies flip from being café-centric—with a focus on pour-overs and the latest micro lots—to looking at other avenues like blends, grocery stores, instant coffee, and ready to drink (RTD) cold brew.[1]

A new environment has been forming over the last five years and we’re at a point of transition in the way that coffee is consumed.

This shift has been hyper-accelerated by a societal migration to the digital sphere, a space fluently navigated by postmillennials, the first generation that has only known a world with the internet.

This group, broadly encompassing those born from 1997 to 2012, is made up of true digital natives and is redefining what it means to be a coffee consumer, in both physical and digital spaces.

This shift might sound daunting, but the coffee sector has experienced monumental shifts before, and by adopting new marketing approaches there are opportunities for coffee brands to grow alongside their consumers.

Historic context: how has specialty coffee traditionally been marketed?

Specialty coffee as we know it today emerged in the 1970s and 1980s, even as overall US coffee purchases were declining. This downturn, however, coincided with a crucial shift in how the coffee industry perceived its customers.

Through their work with Maxwell House, the US marketing firm Ogilvy and Mather (today known as Ogilvy) helped create the playbook that nearly every coffee company now uses to sell coffee.

Kenneth Roman, the Vice President of Ogilvy and Mather at that time, summarized how the then up-and-coming generation of Americans thought of themselves differently and were looking for experiences to match their new realities.

Although the sector had previously imagined Americans as a unified mass population of buyers largely fixated on price, the advertising world was beginning to understand consumers as a much more diverse group with different values. Roman told World Coffee and Tea in 1981, “We are entering the ‘me’ generation.”

He said that consumers would ask a long list of questions about products, including: “What’s in it for me? Is the product ‘me’? Is it consistent with my lifestyle? Does it fill a need? Do I like how it tastes? What will it cost me?”

In a 1996 article “The Rise of Yuppie Coffees and the Reimagination of Class in the United States,”[2] the anthropologist William Roseberry wrote that Kenneth Roman was inviting coffee brands (whom he terms “coffeemen”) to imagine a market that was segmented in class and generational terms. Across different personas representing different ages, relationships, and spending patterns, he outlined how the values of each group would change, depending on their relationship with coffee in the first place. He was describing the virtues of product diversification, rather than standardization, describing the expansion of specialty coffees as a move away from mass production and consumption. Roseberry wrote of “[new] coffees, more choices, more diversity, less concentration, new capitalism: the beverage of postmodernism.”

Whether you agree with Roseberry’s reading or not, specialty coffee marketing has been dominated by narratives of differentiation and the agency of the individual consumer for decades. Since 1988, coffee consumption—and specialty coffee consumption—has seen a meteoric rise. Yet, more recently, the way that we consume media, marketing, and even coffee has drastically shifted as digital natives become a powerful economic group.

The digital migration century and digital natives

In The Politics of Consumer Data, associate professor Robert Cluley explores how technologies from companies can shape human behavior for their benefit. He takes an example of shopping carts, which move “the pusher to become a shopper” by creating a volumetric amount of space for shopping, influencing the way customers can maneuver around a shop. In the digital age, screens are having a similar impact on the way we shop, and on the way we consume food and drink.

With companies designing screens to maximize our time and attention for their platforms, it is worth looking at how it impacts modern social activities, like eating out or hanging out with friends. Thompson notes: “Only 26% of restaurant traffic are dining in compared to 39% before Covid.”[3]

This pervasive digital environment has led to a fundamental shift in how this generation engages with the world. As Marc Prensky, who coined the term, observed, “digital natives know only the digital culture.”[4] Digital natives move seamlessly from online to offline spaces, exhibiting a higher level of reliance on (and trust in) social media influencers. Today, over 54 percent of “Generation Z” (i.e., those born roughly between 1997 and 2012) report aspirations to become influencers—and universities are following suit, teaching courses and creating clubs to help students learn how.[5]

Digital natives are combining online and offline spaces to escape the confinement of physical space. The DJ Fred Again is an example of a “creator” that is using platforms like Twitch and Discord to untether from the club to produce music in real time with his streaming audience. This new hybrid environment reveals a new way that consumers are engaging: co-creation. Recently, a streamer gave Fred a 10-minute challenge to create a track based on a sample provided by someone watching. While these creative outlets may appear less physically social, they are based around online interaction, rather than simply “viewing,” blurring the line between performer and audience and the producer and the consumer.

These types of interactions give rise to the “prosumer,” a term, discussed in an earlier feature by Alexa Romano,[6] which describes individuals who actively blur the line between producers and consumers by engaging in value-creation activities. This includes contributing new product ideas, creating opportunities for consumers to truly engage, or helping to craft a brand’s identity. For brands, this evolving landscape signifies the importance of offering low-barrier opportunities for creative and engaging  co-creation.

This embrace of co-creation is not merely a niche trend; it’s indicative of a broader shift in consumer behavior, particularly among digital natives, including Gen Z. Now making up 40 percent of all global consumers,[7] this generation is becoming untethered from physical spaces and from traditional marketing. In fact, some predict that marketing revenue from “creators” will surpass revenue from traditional marketing by the end of 2025.[8] Coffee brands can’t afford to ignore this—it’s estimated that Gen Z’s combined income by 2031 will surpass that of millennials.[9] If we return to Ogilvy in this current, highly digital, era, what trends is it identifying among a new generation of consumers and how might coffee brands respond to them?

“Brand is what you share—Not what you sell”

In 2022, the Global Consulting Director of Ogilvy, Reid Litman, authored a playbook for brands to navigate their relationships with the growing generation.  He noted that the traditional business model feels too rigid and limiting for postmillennials. “Our research reveals that, more than any previous generation, Gen Z wants to be involved in the ideation and curation of culture-led participatory moments with the brands and people they care about,” wrote Litman. “In order to build a lasting bond with Gen Z, you will need to become a brand that shares: one which not only allows for, but has in place, a digital and physical infrastructure which encourages youth to co-create and help shape the direction of the business at all levels.”[10]

By involving communities from ideation through launch, brands can ensure continuous dialogue, adapt offerings, and transform feedback into an active part of their growth.

According to the report, to connect with digital natives, brands must engage them as creative partners, as this generation values genuine listening and seeks to help build solutions, not just products. Loyalty is tied to co-creation; postmillennials are more likely to stay with and promote brands that offer this, while also being quick to protest against perceived disloyalty.

The traditional product cycle is insufficient for this audience, where the brand itself—rather than a “perfect product”—is the unique selling proposition. For them, the brand functions as a platform for shared experiences and co-creation, making the product a secondary outcome. By involving communities from ideation through launch, brands can ensure continuous dialogue, adapt offerings, and transform feedback into an active part of their growth.

How coffee brands can co-create with Postmillenials

Specialty coffee marketing has traditionally followed a top-down approach, akin to the traditional innovation cycle where founders have an idea and build from there. Ogilvy’s 2022 report argues that building a brand with postmillenials is far more horizontal.

It looks and feels more like friends building a signature drink together at home and online, rather than being “told” about coffee quality by someone else at a coffee shop by the barista.

How can coffee companies leverage the creative energy of digital natives? We can see one of the most explicit examples of this in coffee companies that are run by influencers themselves. Emma Chamberlain, a successful YouTuber, began a coffee brand in what she described as a “passion project.”

In a Forbes interview,[11] she explained her business decisions are deeply rooted in co-creation and collaboration. She positions herself as a “home barista, just like the rest of us,” emphasizing that while she’s a “coffee snob,” the brand’s goal is to be inviting and encourage customers to “want to join our community.” Chamberlain noted that she wanted to counteract the sometimes-intimidating branding coming from the specialty coffee sector, asking, “how can I  create a brand that goes completely against that feel?”

In 2023, Chamberlain Coffee launched a limited run of RTD lattes, featuring flavors like classic cold brew, vanilla, mocha, and cinnamon bun, with illustrated animals on the cans.[12] Chamberlain explained that these animals function as relatable characters, helping customers choose a flavor by relating to a specific personality. Furthermore, six months after launching the RTD lattes, Chamberlain Coffee adapted the recipes based on consumer feedback, sharing TikToks with candid, even negative, reviews. Chamberlain embraced this feedback in a Tiktok, liked by nearly 10,000 users, declaring: “I want them to tell it to my face…I won’t  get offended.”[13]

Not all brands have the social capital of Chamberlain Coffee, but many are nonetheless embracing consumer participation and co-creation. Leaderboard Coffee is an international coffee game, where subscribers—either individuals or groups—receive a package of “mystery coffees” and are challenged to identify key information about each one, using their own skills and expertise, as well as a set of provided resources. The founders, Suneal Pabari from Roasters Pack and Grant Gamble from the Culture Coffee Project, describe it as a “real life arcade game.”[14]

Participants can exchange knowledge, theories, and tips in an active Discord channel and, at the close of the “season,” participants can view the answers and their scores in arcade-like animated visuals on social media and Discord.  Despite digitalization, some brands are finding innovative ways to connect with their neighborhoods and build connection with customers within physical spaces. There has been a proliferation of run clubs and other sports groups who use coffee spaces as their community hubs, and concerts and art exhibitions are not out of place in many cafés.

As well as having an impressive online presence, Cxffeeblack connects with its local Memphis community by hosting hybrid cyber events where it often combines music, comedy, and coffee,[15] and has successfully crowdsourced over $500,000 with over 1 million dollars in funding.[16] In a social media post, Cxffeeblack co-founder Bartholomew Jones attributed its crowdfunding success to the power of its community, and promised to launch “more cuppings, more flavor experiences, more DJ sets, and more opportunities to really build coffee culture together.”[17]

Specialty coffee marketing often talks about “relationships,” but postmillennials do not want to be passive in their relationships, they want to be active participants—engaging, co-creating, and learning.

I recently interviewed Wells Coffee co-owner Brandon  Wells about the growing movement of morning coffee raves across the globe. Wells Coffee hosted three, and the most recent saw over 700 people show up on a Saturday morning.

It began when Brandon’s daughter mentioned to him that one of the baristas was also a DJ and wanted to do a morning coffee rave at Wells. By tapping into the creativity of Gen Z wanting to co-create, brands can leverage their creativity and networks. Specialty coffee marketing often talks about “relationships,” but postmillennials do not want to be passive in their relationships, they want to be active participants—engaging, co-creating, and learning.

Embracing new relationships with consumers

Just as past marketing paradigms adapted to new consumer realities, coffee brands can adjust how they navigate the digital landscape. For brands willing to embrace new styles of marketing, including creative co-creation with consumers, there are opportunities for growth. Many trailblazing coffee brands are already laying the groundwork for what this future might look and feel like.

Engaging consumers doesn’t always require extensive marketing expertise or collaboration with famous influencers; numerous co-creation opportunities exist within the coffee community itself. Café spaces are already evolving into vibrant hubs for activities, from run clubs and book clubs, to café raves, helping to build a reputation as a place for shared experiences. Businesses can directly tap into their digital—or local, in-person—communities for feedback on blend names and retail bag designs, or to suggest recipes for new drinks.

Coffee subscription services can integrate interactive games or challenges to complete with each delivery. Beyond traditional promotions, cafés might invite their social media followers to co-create and submit their own versions of the latest seasonal drink.

History demonstrates that the coffee market is sensitive to price shocks and societal shifts, but companies have, in multiple waves before this, adapted their marketing paradigm to ensure not just survival, but success. As Ogilvy shares, winning with younger generations “does not require you to give up existing relationships with older consumers, [or] forgo your legacy or identity.”[18]

Co-creation doesn’t necessarily cede brand identity to consumers; it can empower businesses to better understand the preferences of their market. Embracing the symbiotic relationships favored by digital natives may help coffee companies to design better products, create unique experiences, and cultivate greater brand loyalty.”

References

[1] National Coffee Association of U.S.A. and Specialty Coffee Association (SCA), “2025 National Coffee Data Trends: Specialty Coffee Report,” https://sca.coffee/sca-news/2025-national-coffee-data-trends-report-available.

[2] Kenneth Roman in an interview for World Coffee and Tea, 1981, in William Roseberry, “The Rise of Yuppie Coffees and the Reimagination of Class  in the United States,” American Anthropologist,  New Series 98, no. 4 (December 1996): 765,  https://doi.org/10.1525/aa.1996.98.4.02a00070.

[3] Derek Thompson, “The Anti-Social Century,” The Atlantic (January 8, 2025), https://www. theatlantic.com/magazine/archive/2025/02/american-loneliness-personality-politics/681091/.

[4] Marc Prensky, “Digital Natives, Digital Immigrants,” On the Horizon 9, no. 5 (2001): 1–6, https://doi.org/10.1108/10748120110424816.

[5] Lia Haberman, ““Influencer Studies” Break into the Ivy League,” The Hollywood Reporter (October 11, 2024), https://www.hollywoodreporter.com/lists/influencer-studies-universities/cornell-university/.

[6] Alexa Romano, “From Passive to Active: Expanding Our Understanding of Specialty Coffee Consumers,” 25, Issue 21, sca.coffee/sca-news/25/issue-21/from-passive-to-active-expanding-our-understanding-of-specialty-coffee-consumerism.

[7] Reid Litman, “For Gen Z, Brand Is What You Share, Not What You Sell — Part I,” Ogilvy (October 4, 2022), p. 7, https://www.ogilvy.com/de/eng/ideas/gen-z-brand-what-you-share-not-what-you-sell-part-i.

[8] WPP Media Business Intelligence, “Mid-Year Global Advertising Forecast Update: $1.08 Trillion in 2025 Ad Revenue and 6% Growth,” WPP Media Business Intelligence (June 10, 2025), https://www. wppmedia.com/news/tyny-midyear-2025.

[9] Litman, p.7

[10] Litman, p.7

[11] Alexandra York, “What’s Brewing with Emma Chamberlain,” Forbes (April 14, 2024), https://www.forbes.com/sites/alexyork/2024/04/12/emma-chamberlain-interview-youtube-creator-chamberlain-coffee/?.

[12] Abigail Abesamis Demarest, “Chamberlain Coffee Launches Ready-To-Drink Lattes at Walmart—And Cinnamon Bun Is an Instant Classic,” Forbes (April 20, 2023), https://www.forbes.com/sites/abigailabesamis/2023/04/20/chamberlain-coffee-launches-ready-to-drink-lattes-at-walmart-and-cinnamon-bun-is-an-instant-classic/.

[13] Chamberlain Coffee (Dec 1, 2023),
https://www.tiktok.com/@chamberlaincoffee/video/7307682622342286624.

[14] Leaderboard: The Coffee Game, About Us,  https://leaderboard.coffee/pages/about-us-1.

[15] Bartholomew Jones, “Sampling the Root: Afrofuturism, Hip-Hop Pedagogy, and Coffee’s Infinite Possibilities,” 25, Issue 23, https://sca.coffee/sca-news/25/issue-23-sampling-the-root.

[16] Cxffeblack (May 1, 2025), https://www.instagram.com/cxffeeblack/reel/DJHYnJrxTBz/?.

[17] Cxffeblack (May 1, 2025).

[18] Litman, p.31.

The post Brand sharing: how digital natives are taking an active role in coffee consumption appeared first on Comunicaffe International.

The first to answer some questions is Massimiliano Scala, Head of Marketing at Kimbo.

Today, how much is specialty of interest to the end consumer? And in perspective, how much and how can this market grow? And if so, in what form (single origin or blend, light or dark roast, with what prevailing aromatic notes).

“In Italy it’s not a big thing, actually, but it’s starting to attract the attention of more sophisticated consumers, people who love to explore new flavors and try new experiences. This trend has come from international markets and has been fueled by the increasing globalization of consumption. Today, we believe that the single-origin specialty proposal should be flanked by a “more democratic” product with a smoother, less segmenting taste profile, and also better suited to the palate of Italian consumers accustomed to drinking espresso. We therefore believe that proposing specialty coffee blends to the consumer can add value.”

What channel do specialty sales in the Italian and foreign markets focus on?

“The trend initially emerged in the out-of-home market, in the specialty coffee shops. Initially favoured by direct sales at points of consumption, the phenomenon quickly shifted to the home and then accelerated with the growth of quality distribution and web-based sales. In Italy, this trend is mainly confined to the online market and the few specialty coffee shops in the country.”

The speciality lines of a more commercial brand often enter restaurants and bakeries of a certain level.

But are specialised coffee shops or large-scale retail trade still not very interested, or do you think you can penetrate these two targets as well, at least in those countries like Japan and China where Italian coffee brands, speciality and alternative extractions, are very attractive?

“We have not yet taken the decision to launch the Sapiente line in physical retail outlets or specialised coffee shops in Italy.

Instead, the international launch strategy will be adapted to the individual markets in which we operate. The business will initially be launched in the UK and US, where it will be primarily driven by online channels, complemented by our strongest out-of-home consumption points. We believe that, at an international level, the proposal of speciality blends rather than single-origins will provide our offer with a certain distinctiveness in comparison to the rest of the speciality market. Also, we want to enhance the art of blending, which is an all-Italian tradition.”

Same question to Julius Meinl, answered by Andreea Postolache, global sales director at Julius Meinl.

How interested is the end consumer in specialty coffee today? And looking ahead, how much and in what ways can this market grow?

“At Julius Meinl, we are witnessing a growing interest in specialty coffee among end consumers. What makes coffee truly special is the diversity of experiences it offers – from distinctive flavour notes to complex aftertastes. Consumers are increasingly curious about these nuances and are becoming more engaged with the craftsmanship behind an exceptional cup.

As a roaster, we consider numerous factors to deliver premium experiences – from bean origin, altitude, varietal and processing method to blend ratios and roast profiles. It’s encouraging to see that consumers are becoming as passionate about these details as we are.

We are dedicated to premium coffee experiences as specialty, which, due to its processing, absence of defects, and aromatic complexity, is one of the most complete coffee experiences. We do offer limited edition specialty coffees in our HoReCa portfolio. Education remains a key growth driver – through SCA-certified training at our global facilities, we empower customers to engage consumers with knowledge of origin, sensory skills, and the stories behind specialty coffee. This fosters appreciation, curiosity and lasting connections with coffee culture.”

In both the Italian and international markets, through which channels are specialty coffee sales primarily concentrated?

“In both Italy and across key European markets, specialty coffee consumption is primarily driven by smaller, independent coffee shops. These venues are often the first to adopt and promote specialty offerings, with a tighter but more engaged circle of repeat customers who actively seek curated flavour profiles and innovative brewing methods. We also see smaller coffee shops that may not define themselves as purely specialty but are looking to attract a segment of their customers who are curious about specialty coffee. These businesses often serve specialty options alongside more traditional blends, positioning them as a novelty or premium add-on to broaden their appeal.

Outside the independent café segment, we see growing interest from high-end gastronomy – restaurants, boutique hotels, and patisseries – that wish to elevate their coffee experience. E-commerce has also become an emerging channel for specialty coffee sales, particularly among younger consumers who prefer to explore premium coffee at home.

Specialty lines from more commercial brands often make their way into high-end restaurants and patisseries. However, specialised coffee shops and the mass retail (GDO) sector still seem relatively uninterested.”

Do you believe you can also reach these two segments – at least in countries like Japan and China, where Italian coffee brands, specialty products, and alternative brewing methods are particularly appealing?

“We agree that the Italian retail is really far from specialty coffee today. By we think that reaching these segments is not only possible, but already in motion. Julius Meinl has a dedicated subsidiary based in Shanghai, China, which allows us to stay close to market dynamics and build strong, local partnerships. Our Viennese heritage, commitment to quality, and continued focus on innovation resonate strongly with consumers in markets like China, where there is a deep appreciation for both tradition and craftsmanship.”

And Federica Trombetta, Head of Marketing & Online Operations, joins the discussion on speciality coffee.

How interested is the end consumer in specialty coffee today? And looking ahead, how much and in what ways can this market grow?

“I believe the specialty coffee market is destined to grow. In recent years, the price of coffee has seen significant increases, leading the end consumer to place more value on the raw material—and, as a result, on their daily experience, such as breakfast. From this perspective, clearly communicating within one’s coffee shop that a single-origin or specialty blend is being served will certainly become a competitive advantage for the barista 2.0.

We work with many international clients, and in particular, we receive very clear feedback from our London branch: outside of Italy, this approach is already a reality. The world of specialty coffee is evolving, with coffee shop chains offering specialty (or pseudo-specialty) coffee as a way to stand out, add value, and deliver a different kind of customer experience.

Single-origin coffee is undoubtedly fascinating, but perhaps still too complex for the general public to fully grasp. A well-crafted blend, on the other hand, can appeal to a wider audience, offering both quality and consistency.

At Costadoro, we are closely observing this trend and evaluating how to embrace it in line with our methods and timing, with the goal of offering a product that is unique yet accessible—a luxury for everyone.”

In both the Italian and international markets, through which channels are specialty coffee sales primarily concentrated?

“Sales of specialty coffee, both in Italy and abroad, are primarily concentrated in the Ho.Re.Ca. channel, where there is already a strong sensitivity to quality and the overall consumption experience. It is within this context that we find the most attentive partners, capable of truly enhancing the value of the product.

As I mentioned earlier, many of our specialty coffees—especially the 1 kg formats—are destined for our clients in the United Kingdom, a market where the specialty coffee culture is significantly more mature than in Italy. In this scenario, the roast is typically slightly lighter than what we are traditionally used to. This requires even greater care throughout the production process, especially considering we start with an already excellent raw material.

At Costadoro, regardless of whether the coffee is specialty or not, we always treat it with respect and ensure precise roasting to avoid any burning. Our goal is to highlight each origin and craft blends with unique flavor profiles, capable of offering a distinctive sensory experience.

We are also beginning to explore how to bring these products closer to the general public, thanks in part to new partnerships currently in development. It’s still an early-stage project, but it represents an important step in making the world of specialty coffee a “luxury for everyone.”

Do you believe you can also reach these two segments – at least in countries like Japan and China, where Italian coffee brands, specialty products, and alternative brewing methods are particularly appealing?

“We believe that for companies like ours—industrialized artisans—entering the world of specialty coffee is not only possible, but also essential. We have a solid structure, state-of-the-art equipment, and one of the most advanced R&D departments in the market. These are elements that passionate micro-roasters often lack, as they are more limited in terms of production capacity and large-scale quality control.

It’s true, as the question suggests, that many specialized coffee shops still struggle to fully understand the added value of specialty coffee—perhaps because they focus more on the price than on the origin and sensory quality. However, the current momentum in the coffee world and the rising prices of raw materials—which are now largely beyond control—are pushing consumers to better understand what they are drinking. This growing awareness is also encouraging cafés to rethink their offerings with a greater emphasis on quality.

As for large-scale retail (GDO), it’s certainly a more complex market for specialty coffee—mainly due to shelf life and the challenge of ensuring that the consumer finds a “freshly roasted” product on the shelf. That said, we believe there will be space in the future for specialty or single-origin projects even in the Italian GDO market.

Alternative brewing methods represent another interesting area, especially for coffee shops that aim to offer a true tasting experience. These methods are still underdeveloped, mainly because they require more time, training, and operational effort. However, for those who genuinely want to tell the story of a specialty coffee, they are among the most effective ways to highlight its quality and unique sensory characteristics.”

The post Kimbo, Julius Meinl and Costadoro talk about specialty coffee: an increasingly popular niche market appeared first on Comunicaffe International.

Marus is one coffee shop around 100 square meters, one coffee roastery around 2000 square meters, and a training center around 350 square meters. They do a lot different trainings in our place, as his founder says himself.

What is the specialty coffee market like in China? Are the younger generations showing more interest?

Can a business that focuses solely on specialty (rather than food and trendy milk-based recipes) survive economically in this country, which is typically associated with tea?

“Over the past decade, China’s coffee market has entered a phase of extremely rapid development. Chinese consumers have gradually shifted from bubble tea to coffee: more and more consumers have become genuine coffee drinkers, and a growing number of people are willing to try both commercial coffee and specialty coffee.

This trend is particularly evident among the two younger generations – the post-90s and post-00s. Thanks to China’s traditional tea culture, coffee beverages have been able to integrate into people’s daily lives more quickly.”

What are the establishments that serve specialty coffee like?

Do they have common characteristics or do they try to differentiate themselves from the coffee chain model?

“Currently, there are a wide variety of independent specialty coffee brands and chain brands in different cities across China. However, there are significant differences between them: independent coffee brands tend to offer more high-end and unique coffee beverages, often at very high prices.

Meanwhile, coffee chains face fierce competition across different price ranges — commercial coffee chains focus on cost-effectiveness and market penetration, while specialty coffee chains are more dedicated to brand building and the creation of “third spaces”. For instance, Blue Bottle Coffee also faces extremely intense competition in China.”

What is the biggest challenge for a business that focuses on specialty coffee? How is it possible to cover the costs of a premium product while remaining profitable?

“For specialty coffee enterprises in China, they are confronted with fierce and intense competition, as well as the challenge of how to cater to the diverse needs of consumer groups. Meanwhile, overall costs have been on the rise year by year — the cost of green coffee beans, in particular, keeps increasing.

In my view, the core issue still lies in how to build brand awareness and expand sales channels. Fortunately, social media in China is now highly developed, enabling these enterprises to acquire more customers through online channels.”

In your experience in Marus Coffee, what strategies can be implemented to maintain the quality of the coffee offered while remaining competitive on price?

“First and foremost, it is essential to ensure the quality and stability of green coffee beans. Even if costs increase as a result, enterprises can enhance their operational capabilities through better management and reasonably cut down on costs. They should also strive to acquire more customers to share the burden of production costs.”

Is there still room for growth or is it a niche market destined to remain so and become saturated?

“I believe that coffee and specialty coffee in China are still in their infancy, which means there will be greater market demand in the future. Yet it will also face even more intense market competition. Based on the current situation, China will develop diverse coffee-drinking habits over the next 10 to 20 years, and similarly, different brands will focus on different types of coffee products.”

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By Adriana Bustamante Romero – Sustainability Manager, INLOHER Coffee Exports Europe

Traceability? Don’t tell me about it — prove it from the farm to my cup.

“In an industry where sustainability is often spoken more than practiced, traceability has
become the turning point that defines the future of coffee.

It is not a code nor a compliance formality — it is a promise of integrity.

The launch of the first Honduran coffee certified Carbon Neutral, Organic and Fair Trade in Europe marks a before and after for responsible value chains. It proves that a verifiable, profitable, and profoundly human system is possible — one where every link, from farmer to consumer, shares purpose and value.

From the Origin: The Voice of Producers

The Honduran Sustainable Coffee Producers Group (PROHCAS) stands at the root of this
achievement.

“Being part of this model has given us visibility. We feel that our commitment to caring for
the land, cultivating responsibly, and maintaining sustainable practices is finally
recognized. Knowing that our coffee reaches Europe carrying our story — and that it is
now Carbon Neutral certified — fills us with pride. Most importantly, we have a voice in this
process.”

PROHCAS farms combine tradition with technology: certified agroforestry systems, natural
biofertilizers, protection of water sources and native forests.
Through digital monitoring and georeferencing, each lot is tracked and verified, ensuring
full compliance with the new European Deforestation Regulation (EUDR).

INLOHER: From Processing to Export

Based in Lepaera, Lempira, INLOHER Coffee Exports has led the transformation of
Honduran coffee towards a regenerative model.

Its Carbon Neutral certification, granted by CTG Certificaciones Técnicas Globales,
crowns seven years of continuous effort — from measuring and reducing emissions to
compensating through agroforestry systems and forest plantations.

Key actions include:
– Efficient water use and recycling in ecological wet mills.
– Renewable energy for drying and classification.
– Complete wastewater treatment.
– Gradual reduction of fossil fuels.

– Mixed plantations of native trees and shade-grown coffee.

These actions are complemented by Organic (Mayacert) and Fair Trade (FLO-Cert)
certifications, integrating environmental, social, and economic sustainability in one unified
value proposition.

“Exporting the first Honduran coffee with triple certification is not a title — it’s a starting
point. When every actor commits, traceability becomes a real tool for transformation,”
explains INLOHER.

Best Coffee Srl: The Guardian of Quality and Trust

At the heart of Europe’s logistics system, Best Coffee Srl plays a key role as the modern
green coffee importer — not just a buyer, but a custodian of integrity and transparency.

“Today, the importer cannot simply be an intermediary. We are the guarantors of quality,
ethics, and transparency. We follow every phase, from the selection of Honduran farms to
the containers’ departure for Italy,” Best Coffee explains.

Working with cooperatives that adopt regenerative agricultural practices and carbon
compensation systems, Best Coffee ensures that every lot is documented, measured, and certified.

Each step — cultivation, processing, shipping, and storage — is verified, allowing
European roasters to access a fully traceable and accountable coffee.

“Being an importer today means building relationships, not transactions. It means fostering
trust, regenerating soils, and ensuring that economic value remains where the coffee is
born.”

This model generates shared value across three dimensions:
– Environmental: CO₂ reduction and offsetting, biodiversity preservation.
– Social: empowerment of women and youth, training, and rural development.
– Economic: long-term commercial stability, client loyalty, and access to premium
markets.

“Carbon Neutral coffee is not just a sustainable product; it is a collective story that unites
producers, certifiers, importers, and consumers in one shared vision of the future.”

Especially Coffee: The Art of Roasting with Purpose

In Alba, Piedmont, Luca Paolucci, founder of Especially Coffee Roaster, represents the
perfect blend of science, art, and ethics.

“A certified and traceable supply chain is the result of a collective decision — to offer
coffee that speaks of quality and responsibility. Working with INLOHER and Best Coffee
means embracing a model where every actor has a name, a face, and a purpose.”
He highlights that sustainability doesn’t end at the farm — it extends to the cup:

“Carbon Neutral coffee requires a systemic approach. From renewable energy in roasting
to compostable packaging, every choice matters. We’ve reduced plastic use, adopted
clean energy, and share the story behind every bean with our customers.”

“Modern consumers seek authenticity. When they know who grew their coffee, when it was harvested, and how it was processed, the experience transforms. Taste becomes identity.”

“Each country has its own challenges, but the essence of this collaboration —
transparency, respect, quality — is universal. The Honduran experience proves that true sustainability is possible when the supply chain acts as a community, not a marketplace.”

The Consumer’s Voice: A Coffee that Tells Stories

Federico Bosco, sommelier at Tota Virginia Restaurant, closes the circle:

“Coffee, like wine, is a universe of nuances. I’ve discovered that behind a traceable coffee
there are people, values, and conscious decisions. I prefer to invest in products that
respect those who produce them and invite me to explore authentic flavors. That’s the
difference between drinking coffee… and living it.”

Conclusion

Traceability is not a trend — it is the new language of value.

When every actor — from producer to consumer — recognizes themselves as part of one
story, coffee stops being a commodity and becomes an ethical, cultural, and economic
experience.

INLOHER, together with Best Coffee, Especially Coffee, and PROHCAS, proves that
sustainability is profitable when it is shared — and that true innovation in coffee lies not in
technology or packaging, but in collective coherence.

“If the future of coffee wants to be sustainable, it must start by being traceable. And if it
wants to be traceable, it must be profoundly human.”

The post INHOLER brings together voices from across the supply chain around Honduras’ first triple-certified coffee appeared first on Comunicaffe International.

Written and curated by Polish coffee professional Mikołaj Pociecha of Chunky Cherry
Roasters in Amsterdam, known for his pioneering work with Robusta coffees, the book was originally intended to focus on roasting techniques—but quickly evolved into something far greater.

The result is a collaborative, independent work that brings together diverse global voices to explore the history, sensory language, cultural weight, and economic potential of Cof ea canephora.

From extraction methods and flavor evaluation to roasting theory, colonial history, and even
water design, the 280-page book offers a deeply researched and refreshingly inclusive take on Robusta’s role in today’s coffee world.

The contributing authors are: Isabelle Mani, Bhavi Patel, Judith Konsten, Reza Nurullah, and Rohan Kuriyan.

The book is available for purchase at this link and through selected resellers across Europe.

Mikołaj Pociecha about the book on Canephora: Your book begins with a very grounded premise: that Robusta has long been misunderstood not because of conspiracy or stigma, but because of its historical trajectory. What moment made you realize this story needed to be told differently—and told now?

“Approaching any situation from a negative standpoint will not yield positive results. Instead of extensively discussing all the faults and issues that exist or have occurred, I believe it is important to share a story rooted in a bit of optimism and, at times, blissful ignorance of the heavy stigmas surrounding this topic.

The timing of presenting this narrative feels perfect, don’t you think? I consider it perfect because we are alive, present, and working hard. That alone should be more than enough. We’re not waiting for the next generation to pick up the slack. When we’re finished, there will be some foundation—some evidence of our ef orts—for those who will one day fall in love with this topic, likely because of the work we have done.”

Throughout the book, you weave together botanical, geopolitical, and cultural elements of Canephora. What were some of the biggest surprises or revelations you encountered while tracing its colonial, scientific, and market roots?

“The biggest surprise is just how recent this history is and the significant impact it has had. The influence of world economics and the political climate in consuming countries appears to have created a landscape where Robusta coffee plays an important role, leaving its mark on many cultures around the globe.

From the vibrant cof ee scene in Vietnam to the cramped, brutalist kitchens of Eastern Europe, Canephora is here to stay—and I couldn’t be more delighted.”

The book presents Robusta as a dynamic system—linked to climate resilience, rural livelihoods, and evolving sensory frameworks. How do you envision its role shifting over the next decade within the specialty coffee sector?

“To be honest, I have no idea! It’s quite interesting, though, because I believe the next decade will be very exciting, and Canephora may not be the only player in the spotlight. We are approaching a time where many voices from around the world are not only proud but also excited about the diversity of species found in various producing countries.

Natural decaf? No worries—South Africa has Racemosa. We also have Excelsa, Liberica, Canephora, Eugenoides, and Stenophylla. I have a strange feeling that this is just the tip of the iceberg!”

Rather than positioning Canephora in opposition to Arabica, your narrative frames it as its own language. What do you believe professionals and consumers must unlearn in order to fully appreciate this species?

“I’m not convinced that there’s anything I need people to unlearn, and I’m not sure I want to view it that way. The concept of unlearning feels challenging, bothersome, and somewhat negative. What I truly aim for is to create positive experiences with Canephora for those who have yet to encounter them. I would love for people to discover a few new things that they will find exciting and interesting.

You called this book a guide—not a manifesto. Yet it feels deeply intentional, from the tone to the citations. What do you hope readers will carry with them, both intellectually and emotionally, after reading it?

“This is not a manifesto because I dislike the idea of imposing definite opinions on anyone. Rather, it serves as a guide that encourages discovery. The most informative chapters in this book aren’t even written by me. People like Isabelle, Judith, and Bhavi possess far more knowledge than I do, and they have the backgrounds to prove it. As for me, I’m here to inspire and to show others that individuals like them are the driving force behind progress in our industry.

I want readers to leave with a sense of curiosity and a desire to create a slightly more inclusive and compassionate world than it was yesterday, embracing people, ideas, coffee species, and flavors they may not yet be familiar with.”

The post Robusta – Canephora: A Brief Guide to Loving It – The book inviting the world to fall in love with the Robusta coffee variety appeared first on Comunicaffe International.

And they are thriving. One example that does not come from mainstream Australia or the UK is The Miners Coffee, a shop that sells speciality coffee and has become a chain, even before it was a micro roastery.

The Miners: the first coffee shop in 2019

From there, the sky seems to be the limit. From Slavikova in Prague, founded by Egor Kolpakov and Oldrich Valta, The Miners has expanded to Barcelona, the Czech Republic, Poland and Austria.

And growth continues with the opening of 20 new locations in 2025. Soon, The Miners will also be in Germany, the Netherlands, Slovakia, Hungary and Malta.

Only specialty coffee? No: The Miners has developed a pastry system that combines good food with good coffee, every day. High-quality equipment (including La Marzocco and Slayer) and even a single-serve option, with compostable capsules compatible with the Nespresso system, to cater to coffee lovers – the most popular and democratic specialty coffee.

The Miners, numbers at hand

Clearly stated on the website itself, it tells a story characterised by facts: 21
coffee shops in Europe, 2,258 banknotes per day, €526,000 Revenue in April 2024, 20
coffee shops in Europe, 100,000 guests in 2023, €6.5 million turnover in 2024, 18 investors.

A commitment to quality that starts upstream, with the selection of beans from all over the world: The Miners are roasters who have been able to create their own distribution network, including owned and franchised premises (€30,000 Franchise fee
5% Royalty, 2% Marketing, 3-5 years Amortisation period), becoming one of the most important specialty coffee businesses in Prague.

And of course, it doesn’t stop at service and product delivery, but also includes training and comprehensive support for various formats, including bakeries, roasteries and coffee shops.

There is a way to become a sustainable company while dealing in specialty coffee, and not necessarily by starting up in places where this drink is already completely accepted. The Miners describe a business model that can be replicated and sustained without compromising on the quality of the coffee in the cup – although, of course, the best way to empirically assess the quality of the coffee is to go and taste it.

Of course, having a roastery behind you is key to covering costs, along with the decision to continue with franchising and certainly not neglecting the food offering.

In Italy, this could be something to consider, naturally without slavishly copying the concept, but adapting it to local habits and tastes.

Thant the floor is given directly to the founder, Egor Kolpakov.

What is the price situation: is it a problem for consumers to pay more?

“When we started in Prague, the specialty market was still very young. Specialty coffee was something new, and only a handful of cafés were introducing it to the wider public. Many people still associated coffee mostly with traditional espresso or instant coffee, and it took time to show that specialty coffee means transparency, quality, and a completely new experience.

Today, the situation is very different. The community has grown, consumers are more educated, and the demand for quality is much higher. People in Prague are curious, open to trying new origins, new processing methods, and even new brewing techniques. In a way, specialty coffee has become part of the city’s identity.”

How important is having your own roastery and bakery to make your specialty-based business sustainable?

“Having our own roastery is absolutely essential. It gives us full control over quality from start to finish, allows us to innovate, and helps us stay sustainable in the long term. With roasting, being independent means consistency, freshness, and freedom to shape our own profiles.

When it comes to the bakery, we don’t consider ourselves the biggest experts in that field. With the right volumes, it’s possible to achieve very good conditions from external suppliers. In fact, economies of scale are the most important factor in running a truly sustainable business — whether you produce in-house or collaborate with trusted partners.”

The franchise formula: why did you decide to adopt it and how does it work?

“We still open our own stores, but in order to reach a broader audience and build The Miners into the brand we envision, we had to adopt a franchise model. Franchising allows us to stay fast, lean, and connected to customers. Running a large number of own stores across multiple countries inevitably turns a company into a corporate machine. That’s exactly what we want to avoid.

I personally thrive in fast-moving, independent environments — the corporate world always felt too slow, too political, and too far from the actual product. With franchising, we can grow internationally at our own pace while keeping a tight, effective HQ team (we call it the SWAT team) and still deliver high standards across locations.

If we carefully choose and train our franchise partners, they run their own businesses with our support. The result? It doesn’t feel like a corporate chain — it feels like a neighborhood venue with just the right amount of professionalism.”

The post Speciality coffee, a business model: the case of The Miners, chain and franchise appeared first on Comunicaffe International.

We discussed the immediate and future prospects for this market with Sanela Kujovic, Communication & PR Manager Thermoplan.

Super-automatic machines for the hospitality industry: what features are baristas and home baristas looking for today?

“Thermoplan designs and manufactures B2B super-automatic coffee machines exclusively for the professional hospitality sector, not for home use. At HOST 2025, Thermoplan presented the Black&White4 Competizione, a machine that combines the precision and consistency of a super-automatic with the creative freedom of traditional barista work.

Today’s baristas are looking for exactly that balance — consistent cup quality, intuitive operation, and flexibility in handling different types of milk, including plant-based alternatives — all of which the Competizione delivers.”

How do your super-automatic machines handle plant-based drinks and cow’s milk at the same time in coffee shops?

“Thermoplan’s super-automatic machines, like the Black&White4, can process cow’s milk and all plant-based alternatives at the touch of a button, making it easy for coffee shops to offer a wide variety of beverages.

Thanks to Thermoplan’s innovative milk technology, every type of milk — whether dairy or plant-based — produces perfect, consistent foam while maintaining the highest hygiene standards, even when switching between different milk types. This capability is increasingly important for cafés looking to meet diverse customer preferences.”

Telemetry: what are the next developments for this function in super-automatic machines?

“Thermoplan’s super-automatic machines are equipped with ThermoplanConnect 2.0, the next-generation telemetry platform that combines real-time monitoring with AI-powered insights. Through an integrated chatbot, operators receive automated guidance on maintenance, cleaning, and recipe adjustments, while also tracking machine performance and production data remotely.

This combination of telemetry, AI, and chatbot support enables coffee shops and operators to optimize efficiency, reduce downtime, and manage their super-automatic fleets proactively.”

Thermoplan has launched the super-automatic for the latte art world championships, Black&White4 Competizione: what are the advantages for competitors?

“For competitors in the latte‑art arena, the Black&White4 Competizione offers distinct advantages:

It delivers world‑champion level performance: constant temperature, reliable pressure, grinding precision (doses within ±0.3 g) and extraction consistency (for example 10 espressos all within 18‑22 % extraction) were key in its selection as the official machine of the World Latte Art Championship.

It combines top‑end automation with barista‑style control: the “AirSteam®” automatic milk‑foam function gives perfect foam at the push of a button, while the “AutoSteam” mode lets experienced baristas manually control steaming and texture in the pitcher, offering both speed and artistry.

It supports high workflow demands: the dual‑system brew & steam simultaneously function ensures that while steaming milk the machine can still brew coffee without loss of performance. And fully automatic cleaning for hygiene helps maintain quality under competition conditions.

These features mean competitors can rely on consistency and speed, while still having the creative control needed for top‑level latte art — making the machine both a tool for performance and a canvas for creativity.”

You are also opening up to tea: why are you interested in this beverage and in which markets is it most relevant?

“Thermoplan is expanding into tea to enable cafés and operators to offer a wider variety of beverages alongside coffee. With Thermoplan’s tea machine, both hot and cold tea creations can be prepared at the touch of a button using fresh tea leaves, ensuring consistent quality and convenience.

Tea remains especially popular in Asia, but this technology allows operators worldwide to fully exploit beverage variety, while also managing the complexity of steeping times, temperatures, and different tea types.”

Which countries do you want to penetrate (we are thinking of the entire Asian market, which is now increasingly shifting towards coffee but remains strong on tea) and which ones are saturated?

“Thermoplan has a 98 % export share and is present in over 80 countries with more than 200 certified service partners, so every market is important and has potential. Coffee is consumed globally, and with our reliable service network and adaptable solutions, we can support operators everywhere. This global approach ensures that we can meet demand wherever there is interest in high-quality coffee and specialty beverages.”

Energy consumption: where are super-automatic coffee machines heading while guaranteeing the same performance?

“Super-automatic coffee machines are increasingly designed with sustainability in mind, aiming to reduce energy consumption and environmental impact while maintaining top performance. Thermoplan implements highly efficient heating systems, advanced insulation, and intelligent standby modes to lower power use without compromising coffee quality, milk steaming, or beverage speed.

Combined with telemetry and smart machine management, these innovations not only help operators save energy and costs but also support a more sustainable, eco-friendly coffee operation.”

The post Thermoplan: an overview of super-automatic machines for espresso, tea, and milk or alternatives recipes appeared first on Comunicaffe International.

How does the app Sunseekr work? In which countries can it be used? Are there any geographical restrictions?

“SunSeekr uses real-time shadow simulation technology combined with building geometry data to show users exactly which cafés, pubs, and restaurants are currently in sunlight. The app calculates sun positions throughout the day and overlays this information on an interactive map, displaying venues with sunny icons when they’re in direct sunlight and shaded icons when they’re not.

Currently, SunSeekr works globally with no geographical restrictions – users can explore sunny spots in any city worldwide. Subject to availability of public data of venues and buildings data”.

How did you come up with the idea of the app? What inspired you to create it?

“The idea came to me on a typical London day when I was searching for a sunny café to work from. Despite checking weather apps and maps, I had no way of knowing which specific venues would actually be in sunlight at that moment. As an architect with experience in computational design and urban systems, I realized I could solve this problem using shadow simulation technology.

The “lightbulb moment” was understanding that sunlight isn’t just weather data – it’s behavioral data. People make different choices when the sun is shining, and I wanted to create a tool that makes those decisions easier and more delightful.”

Can users customize what type of places (coffee shops, restaurants or others) they want to find?

Absolutely! Users can filter by venue type – cafés, pubs, restaurants, and outdoor spaces. We also offer filtering by amenities like outdoor seating, which is particularly relevant for sun-seekers. Additionally, we have premium partnership categories, such as our current Aperol collaboration, where users can specifically discover venues serving particular brands or experiences.”

Does the app provide personalized recommendations based on user habits and preferences?

“Currently, users can create accounts to save their favorite sunny spots for quick access. We’re developing more sophisticated personalization features, including recommendations based on past visits, preferred venue types, and optimal sun-seeking times.”

How is your app different from others? What are the features that make it unique?

“SunSeekr is the world’s first real-time sunlight mapping platform. While other apps show weather forecasts or static venue information, we show the actual sun and shadow conditions right now

Our key differentiators include:

•     Real-time shadow calculation using building geometry
•     Hyperlocal accuracy – we know which corner of a terrace is sunny
•     Behavioral intelligence – we understand how sunlight affects people’s choices
•     Integration with venue partnerships for exclusive experiences
•     Focus on the emotional aspect of finding sunshine, not just data”

How has the feedback from customers been so far?

“The response has been extraordinary! We hit #1 in the UK App Store Lifestyle category within two weeks of launch, and we now have over 180k+ active users, 90k downloads on AppStore. The feedback consistently highlights how the app solves a real, daily problem that people didn’t realize they had.

Users love discovering new sunny spots they never knew existed and timing their visits perfectly. We’ve received countless messages from people saying SunSeekr has changed how they experience their city. The viral Reddit post that generated over 300k views was filled with comments like “This is exactly what I didn’t know I needed!””

7. Do you have any features you intend to update for the app in the future?

“We’re constantly evolving SunSeekr based on user feedback. We just launched our Android version last week, so now we cover all major mobile ecosystems with both iOS and Android apps.

Our immediate focus includes:
• Enhanced weather integration: We’re working to incorporate more comprehensive weather data to give users even better insights about outdoor conditions

• Smarter recommendations: Bringing more intelligence to help customers discover their perfect sunny moments

• Personalized experiences: More customized features tailored to individual user preferences

• Global events expansion: We just launched an events feature showing users where all the sunny outdoor events are happening. Currently it covers London, but we’re working to expand this feature to major cities worldwide

Our goal is to make SunSeekr increasingly intelligent and helpful for people seeking the perfect outdoor experience, wherever they are in the world.”

The post Mohamed Dawod, SunSeekr: “Our app shows users which café are currently in sunlight” appeared first on Comunicaffe International.

Over forty years of coffee machine manufacturing: what have been the main technical breakthroughs that have changed production?

“The fully automatic machine has evolved tremendously in recent years. We were among the pioneers of this movement with the launch of the Classic A Line and, even earlier, the FM850, the first to feature a color touchscreen.

That was a real revolution at the time, both in user experience and self-service operation. Later, every company in the industry followed suit.

We then introduced the milk system: automating milk frothing was one of the most important innovations for the development of super-automatic machines.

Since then, we kept innovating and at HostMilano we’re launching the New A Line with a clear focus on in-cup quality.

Our patented iQFlow technology ensures consistent in-cup quality by extracting the full aroma and flavor potential from every coffee bean through intelligent, uniform pressure control during the entire extraction process. PrecisionTemp sets the ideal temperature for every beverage.

We also placed strong emphasis on sustainability. Our new HeatGuard boiler features advanced insulation, reducing energy loss significantly compared with previous models. It’s made using recycled materials, improving both efficiency and environmental footprint.

How did this new project you presented at HostMilano come about?

“We have been working on this project for two and a half years. The Classic A-Line was launched in 2015, and we knew that one day we had to introduce a new product.

Normally, super-automatic machines have a life cycle of 8–10 years. Our first customers were ready for a replacement, and we wanted to offer them something truly new.

So, for the ten-year anniversary, we presented the New A Line at HostMilano 2025.”

Marco Zancolò, what drives baristas and businesses to rely more and more on super-automatic machines?

“The most important factor remains consistency in the cup, which is guaranteed with a super-automatic machine.

With a traditional machine, results depend on the barista’s skills. But skilled professionals are increasingly hard to find.

Since the pandemic, many have left the industry. There is a labor shortage, and super-automatic machines, especially those with interactive touchscreens, make operations easier: once set up, anyone can achieve excellent results.”

Regarding the Italian market: what role does production in Italy play today?

“The Franke Group has a production site in Peschiera del Garda, where we manufacture sinks, and another one in Fabriano, in the Marche region, where we produce Faber hoods.

Then, near Milan, in Baranzate, we have the Dalla Corte factory, where we produce traditional espresso machines.

The Franke fully automatic coffee machines, however, are developed and produced in Aarburg, Switzerland.”

Today, what matters more: design customization or performance?

“Both aspects play a key role. Performance is extremely important because, for operators, the total cost of use is what matters most.

However, if the machine is not aesthetically pleasing, it is not ideal to showcase it in a visible area.

It also depends on the environment: in a service station, design might be less critical; but in a coffee shop, people expect a beautiful machine that conveys professionalism and elegance. That’s exactly what we achieved with Mytico: a combination of reliability, functionality and awarded design.”

How much of Franke’s revenue comes from abroad versus Switzerland?

“We are present in around 80 markets worldwide. For Coffee Systems division, Switzerland accounts for around 5%, while the rest comes from international markets.”

How many models do you produce each year across all machine types?

“Including Dalla Corte, we produce between 40,000 and 50,000 units per year.”

How much do you invest in research and development to stay pioneers in the field?

“Innovation is at the heart of what we do.  We launched Mytico two years ago, and for us, staying ahead means continuous investment. We have an R&D team of more than 100 specialists, working on both software and hardware. This shows just how important innovation is for us. Their work ensures that we keep setting new standards in our industry – because if you stop innovating, you quickly become obsolete.”

Marco  Zancolò, what are the next challenges for the market?

“The market is becoming increasingly competitive. Many competitors are producing excellent machines. So our priority is to understand the consumer profile well and to work effectively with customers.

A coffee machine is purchased once but used for 8–10 years. Service quality during that time makes the real difference.

If after-sales service works well, the customer will buy from us again; if not, they will probably look elsewhere.

For our Group, quality is essential: not only in the product itself but also in our customer relationships and after-sales service.”

The post Marco Zancolò, CEO of Franke Coffee Systems: “With the A-Line, we are redefining the automatic machine, with a focus on quality” appeared first on Comunicaffe International.