Rita BettinoFounded in East Lansing, Mich., in 1995, Biggby Coffee (originally named Beaner’s Coffee) has grown into a 460-plus-unit chain with presence in 13 states. Known for strong community involvement, a people-first culture and a focus on sustainability — headlined by its Farm-Direct Sourcing program — Biggby closed out 2025 with 47 new units, many of which were opened by existing franchisees. The 100% franchised chain also debuted refreshed branding last year, and has set its sights on a goal with a great big B: $1 billion in systemwide sales by the end of 2028. The 2025 Technomic 500 report estimated Biggby’s sales at $321 million in 2024 with 420 units.
Rita Bettino joined Biggby Coffee as chief marketing officer in late 2023 following many years in marketing leadership roles at multinational corporations including PepsiCo, Colgate-Palmolive and Brown-Forman. She shares a bit about why the brand is so buzzed right now.
You’re now nearly three years in with Biggby Coffee. What’s been most exciting so far?
Bettino: This was such a fun and exciting time to join this brand, and that’s true on a number of fronts. We did a brand refresh last year, and we’ve been spending a lot of time and effort internally to improve systems, organization and how we do things. We’re in a big growth phase in terms of franchise sales and we’re fast approaching 500 units, but it’s not just about expanding our footprint. We’re also evolving how we operate and how we support our franchisees. It’s a little like fixing a plane as it’s flying, but it’s been really fun to help shape where this brand is headed.
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What are some highlights of the brand refresh?
Bettino: It wasn’t a radical change, but more about modernizing and updating some design elements, in-store merchandising and advertising. We wanted to develop more holistic branding that communicates Biggby’s commitments to people, to fostering human connection and to high-quality products. Those are the foundations of the brand. We wanted to be sure our look, feel and messaging align with those values and bring them to life in powerful ways. One highlight is our new tagline: “BIGGBY makes it better.” It’s our way of capturing what we aim to do every day, which is leave people in a better mood than when they came in. The campaign also spotlights a series of relatable, human-focused moments showing examples of how we interact with our guests. The focus is on bringing people together and on human connection. We also highlight our inclusive nature. We welcome everyone into our cafes and encourage people to come as they are and be who they are, whether staff or customer.
How is unit growth shaping up? Is hitting 500 realistic any time soon?
Bettino: We should hit that target late this year or possibly early next year. But while we’re focused on growth, we’re more sharply focused on intentional growth. We’re a values-based organization, and we want to be sure that the folks entering our system share our values and are truly invested in their communities. We welcome single-unit and multiunit franchisees and organic growth is a big goal for everyone here. We love the scenario in which someone buys a unit, learns the system, gets trained, develops a strong passion for the brand and reinvests to develop more units. That’s what’s happing, and we’re really proud of that because it speaks to franchisees’ confidence in the brand and the system.
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What types of markets and real estate work best for Biggby?
Bettino: Right now, we’re intent on growing where and near where we already are, which is primarily in Michigan and into surrounding states. It’s where we have existing brand recognition and where we can provide strong franchisee support. We’re mostly in suburban centers and even in a few rural communities. Our owners are very ingrained and involved in their communities, and their units can take different forms depending on what best fits the community and the opportunity. We have different models, sizes and footprints, from larger end-cap and inline units with gathering spaces, to kiosks in hospitals, universities and travel centers, to modular drive-thru units that work well in places like grocery store parking lots. So there’s a lot of flexibility in terms of real estate options, but spaces with drive-thru capability are ideal because slightly more than half of our volume now comes through the drive-thru.
Coffee prices are up dramatically since early 2025. How is Biggby strategizing around that?
Bettino: It’s definitely challenging. In fact, we have a few major challenges right now. General economic uncertainty is really concerning for everyone. But interest rates are also high, which makes it harder for folks to make investments. And, of course, there are rising prices. It’s not just coffee prices that are going up. Labor costs and other food costs are rising as well. As such, it’s inevitable that our prices have to go up, too, and that’s been unfortunate. But we try to find ways to offset that with special promotions, fun new products and bundles at lower price points. And even though a lot of people are struggling in this economy, many just don’t want to give up that coffeeshop part of their day. It’s a convenient, affordable luxury or indulgent break that they continue to value.
