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“Increase in price not always indicator of better profits”
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Monday, 28 April, 2025, 08 : 00 AM [IST]
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 India is witnessing a notable transformation in its coffee culture, with a growing shift toward personalised brewing routines. As more people explore the world of coffee from the comfort of their homes, there's a rising interest in home brewing, curated coffee subscriptions, and experimenting with different preparation formats. This shift is encouraging Indian roasters to offer smaller, more specialised batches, complete with detailed tasting notes and interactive consumer experiences, stated DM Purnesh, president of the Specialty Coffee Association of India (SCAI), in an email interaction with Nandita Vijaysimha. Excerpts:
How are events like India International Coffee Festival 2025 positioned to support the growth of the coffee sector?
India International Coffee Festival 2025 plays a key role in strengthening ties across the coffee supply chain. It brings together a wide spectrum of people, from growers and roasters to baristas, equipment providers, and hospitality players, creating a shared platform for discussion and learning. It’s not limited to one function; it serves different purposes for participants.
Growers gain exposure to changing preferences, pricing structures, and technical inputs. Entrepreneurs and retailers find new collaborators, while professionals engage with newer brewing formats and market requirements. It becomes an environment where conversations can turn into collaborations. For those still figuring out their place in the field, the festival provides clarity on opportunities and potential directions.
By offering open access to knowledge sessions, live demos, competitions, and networking, IICF 2025 moves the conversation forward. Whether someone is producing coffee, distributing it, or crafting a cup for a guest, the event supports improvement through shared learning. It’s this gathering of various perspectives that nudges the industry forward.
How different was this event from the last edition?
This edition introduced a city-wise build-up format. Qualifiers took place across Mumbai, Delhi, and Bengaluru before heading into the finals. This approach allowed greater participation and helped surface talent that may have been previously overlooked due to logistical constraints. It also made the event feel more integrated with multiple coffee communities across the country.
The event also included segments focused on lifestyle, design, and music. Alongside coffee-centric sessions, visitors can engage with food pairings, hands-on brewing activities, and curated experiences that appeal to a wider crowd. Another key addition was the Coffee in Good Spirits competition, which blends elements of mixology with brewing, opening up new styles of presentation.
The number and nature of workshops had also shifted. Some were on highly technical subjects such as roast curves or milk dynamics, while others broke down basic concepts for hobbyists. This range ensured that both experienced professionals and first-time visitors found value.
How has the Specialty Coffee Association of India helped planters grow specialty coffee and build international presence for Indian coffee?
SCAI has worked steadily to create clear pathways for growers to enter quality-centric markets. Training sessions on processing methods, drying protocols, and sensory analysis have helped planters understand how small changes can influence results in the cup. These sessions are often delivered in close collaboration with experts from India and abroad, ensuring access to current knowledge.
Support has also come through exposure at international trade shows and green coffee forums. These events allow estate owners to engage with importers, learn pricing benchmarks, and explore what buyers seek in sourcing partners. Several producers have formed relationships based on mutual goals rather than commodity-based transactions.
Another area of attention has been traceability. SCAI has encouraged practices that allow roasters to track the bean’s journey from farm to bag. This is increasingly important in global markets that value sourcing ethics and clarity of origin. Better documentation enhances credibility and helps producers stand apart from others.
By keeping growers in regular contact with cuppers, roasters, and equipment partners, SCAI has helped close the information gap that often holds back small- and mid-sized producers.
How easy has it been for SCAI to build a global network of reputed roasters for coffee exports?
Building relationships with overseas roasters has taken time, persistence, and a willingness to adapt. Often, the first step is introducing a buyer to India’s potential flavour range, harvest timing, consistency, and processing. These early conversations are usually informal and happen at expos, cuppings, or sourcing visits.
Once interest is established, it becomes a matter of sending samples, receiving feedback, and refining accordingly. Some relationships form quickly; others stretch across several harvests before reaching an agreement. The process depends on responsiveness, clear communication, and attention to detail.
Indian coffee’s strength lies in its versatility. Whether it’s balanced washed arabica from Karnataka or naturals from Andhra Pradesh, the range allows roasters to select profiles suited to blends, espresso, or filter use.
SCAI’s role is to guide producers through the business side; export paperwork, certifications, and quality checks. This builds confidence in buyers and prevents issues that often trouble first-time exporters.
Coffee prices are on the rise. Despite good export numbers, what do you think is contributing to this?
Price movement reflects a mix of internal and external conditions. Weather unpredictability has affected flowering and ripening, causing delays and drop in volume. Shortfalls in yield have placed pressure on supply, pushing up rates.
At the same time, inputs such as fertiliser, labour, and transport have become costlier. Growers transitioning to methods that prioritise quality often invest in slower drying, raised beds, or fermentation time, all of which increase operational expense. These costs, though often justified by better outcomes, still make the process more expensive.
On the export side, even though numbers look steady, shipping charges remain high. Specialty coffee, which demands attention during sorting, packaging, and storage, comes with added cost layers. Buyers are paying higher rates, but margins for producers haven’t always improved proportionately.
The increase in price is not always an indicator of better profits; it often reflects the higher cost of doing things right.
What are key emerging trends in the sector?
There’s a growing shift toward personalised coffee routines. People are brewing at home, subscribing to curated selections, and learning how to extract the best from different formats. This has encouraged roasters to offer smaller batches, detailed tasting notes, and greater interaction with their audience.
Relationships between cafes and farms are getting closer. Instead of sourcing through middle layers, some roasters are working directly with estates to customise processes or support micro-lots. These partnerships go beyond sales—they’re rooted in experimentation and shared goals.
We are also seeing curiosity around ingredients brewers are trying herbal infusions, fermented cascara, and floral elements to expand what coffee can taste like. While this won’t replace traditional preparation, it adds variety and draws in those who enjoy new formats.
Another area gaining traction is sustainable packaging. Whether it is compostable bags or refillable tins, small businesses are exploring options that are better for long-term use and waste reduction.
What are the main challenges faced by coffee planters and retailers today?
On the farming side, unpredictable weather remains the toughest challenge. Prolonged dry spells or untimely rain affect yields and disrupt processing; especially for naturals and honey-prepared beans, which require specific drying conditions. Many growers also struggle with upfront investment needed to shift from commodity to quality production. Without financial support or credit access, these transitions remain difficult.
Post-harvest systems are another weak link. Inadequate drying infrastructure, poor storage, and lack of trained personnel often lead to quality loss after harvesting. Even well-grown coffee can suffer without controlled processing.
On the retail end, frequent staff exits disrupt service quality. Training baristas takes time, and high attrition makes consistency hard to sustain. Customer demands have also evolved. They expect fast service, good flavour, and a personal connection. Managing perishable stock, rotating seasonal beans, and maintaining standards adds another layer of complexity. The sector is expanding, but it requires thoughtful coordination at all levels.
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