

Weekend edition
π The world is getting more optimistic.
Thatβs according to a global survey finding optimism in everything from health to the economy β 50% of humans surveyed predict the economy will improve this year.
And 41% say theyβll use social media less often this year, perhaps because of growing evidence that βdemonstrates a negative association between social media use and mental health issues.β
Today, we'll discuss something quite optimistic: the story of La Colombe, a coffee business that just sold for $900 million.
All this, and more, in just 4 minutes to read.
β Matthew
Quote of the Day
"Rome wasnβt built in a day, but they were laying bricks every hour."
β John Heywood
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What Else Weβre Into
πΊ WATCH: How Annapolis cooks feed 4,400 midshipmen in 20 minutes
π§ LISTEN: Junk to Gold by billionaire Willis Johnson, via Clay Finck
π READ: How OpenAI plans to deter 2024 election misinformation
Trivia
La Colombeβs Rise to $900 Million Coffee Power
A dive bar encounter
Two part-time baristas in Seattle meet at a dive bar, become best friends, move to Philadelphia, and open a one-off coffee shop in a run-down area of the city.Β
That doesnβt sound like a path to a $900 million coffee brand, right? But thatβs how La Colombe, which Chobani bought for $900 million last month, got its start, just as the third wave of coffee was taking shape in America (led by Starbucksβ rise in the 1990s).
The founders of La Colombe, Todd Carmichael and J.P. Iberti, met in 1987 at a Seattle grunge bar. Today, their Philadelphia-based coffee shop chain and maker of canned lattes has cafes in its home base, Philadelphia, as well as in Chicago, Washington, Los Angeles, Boston, Austin, and New York. It has thousands of wholesale customers, including many restaurants. You can buy canned lattes or cold brews in stores like Walmart and Costco, and the company sells canned drinks and beans directly to customers online via its thriving e-commerce business.Β
βCoffee shouldnβt just be salt and pepper on the table,β Carmichael said of the initial vision. βWeβd bring coffee to a whole new level.β
Hauling bags of beans
Before La Colombe β French for βthe dove,β symbolizing peace in cultures and languages β Carmichael was a coffee roaster and an alum of Starbucks, and Iberti was working part-time for Torrefazione Italia, an Italian coffee company.
La Colombeβs initial business plan was rooted in a deep belief in a restaurant renaissance that would take shape in America, driven by an influx of Italian and French cuisine. La Colombe would sell coffee via cafes and those new European restaurants. And it would source the best quality coffee it could directly from farmers.Β
βWe sampled hundreds of types of coffee,β Carmichael said. βOur business model was trying to appeal to chefs β selling to restaurants. Weβd say, βChef: Coffee is a spice,β and we sold them,β despite much higher prices than competitors.Β
Carmichael and Iberti traveled to Italy and France to taste some of the worldβs best coffee, which informed their own flavors. They bought roasting equipment, grinders, and accessories in the south of France and Northern Italy. They brought all of their expertise to Philadelphia, an interesting choice to open a shop β location, of course, can make or break a business. But they chose Philly because it didnβt yet have any coffee competition, unlike Seattle and New York.Β
βWe loved the cityβs architecture, layout, and walkability,β Iberti said. βThere were very few cafes, and we saw a city with great bones. Also, the proximity to New York City.β
The business partners went door to door, talking to chefs at Phillyβs best restaurants. They roasted in the middle of the night at their cafe. Later, they traveled to El Salvador and Haiti to visit coffee farmers.
Now, La Colombe has several Philadelphia cafes and, nationally, it has grown to 32 cafes in six states and DC, plus launched a canned beverage line and other retail products β the latter being the real reason itβs worth nearly $1 billion.
A pivot to cans and scale
By 2007, La Colombe decided to expand with cafes in New York. Chicago and Los Angeles followed. But the cafes arenβt what jolted the brand.
Although a private equity firm wanted La Colombe to expand its cafe footprint, Carmichael and Iberti disagreed. Instead, they were fascinated with cold brew and the idea of putting coffee in a bottle and then selling it nationwide in stores.Β Thatβs how they scaled quickly.
Itβs the crown jewel of La Colombeβs growth in the 2010s: the bottled cold brew and its Draft Latte, a ready-to-drink (RTD) product that vaulted the company from a chain of cafes to the fastest-growing ready-to-drink company in the U.S. La Colombeβs vertical integration β running every step of the journey from sourcing the beans to roasting and packing β also keyed its growth.
Thereβs a science to how it keeps its canned lattes so tasty and foamy, which Carmichael notes is a result of several design decisions, including a special valve with a βchimney-likeβ design that doesnβt expose the latte to air. Rather, the valve expands the latte to allow a pin to inject the nitrous oxide without compromising the quality of the coffee.
The cans have been a big hit. You might find them at gas stations, grocery stores, and cafes nationwide. Founders estimate they can get their cans in two of every three grocery stores.Β
What does all this mean? The La Colombe story illustrates the role of chance in business, markets, and life: Iberti says half of their success is rooted in luck β a decision here, a lucky break there, and so on. Plus, La Colombe benefited from macro tailwinds propelling the coffee industry forward.
βHad I not gone to (the dive bar) that night, thereβd be no La Colombe,β Carmichael said.Β
Dive deeper
For more, check out La Colombeβs website or watch how their famous draft latte is made.
See you next time!
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