Watch out, Starbucks: China's biggest coffee chain opens its first US locations
Its first two US locations are opening Monday — both in New York City — marking an escalation in competition against Starbucks and other coffee chains, such as Dutch Bros., that have successfully built a loyal following in targeting Gen Z drinkers with TikTok-worthy drinks at affordable prices.
Luckin's website and social media accounts are promoting the openings with discounts and giveaways. The stores are located in Greenwich Village, near the bustling New York University campus, and in NoMad. Luckin didn't respond to CNN's request for comment.
Luckin was founded in 2017 and focuses on catering to young people, with mostly takeout booths and cashless payments. Its beverages in China are about 30% cheaper than those offered by Starbucks.
The bare-bones stores usually offer only the most basic services, which has allowed the company to expand rapidly at a lower cost. It also requires consumers to use mobile phones to place orders. The US restaurant business is also increasingly pushing mobile orders and loyalty programs, which allow companies to collect extensive customer data and generate more repeat visits.
Luckin's menu is filled with usual coffeehouse staples, including cold brews, hot coffee and matcha options. Signature items include adding fruit like pineapple and raspberry to its iced coffees as well as a line of brightly colored 'Refreshers' that mixes coconut milk and fruity juices and cold foams. A small selection of pastries are also on sale.
Perhaps the biggest storyline has been Luckin's dominance over Starbucks in China. The number of Luckins overtook Starbucks in China in 2019, giving them the confidence to plot a US expansion.
In 2019, the company filed for an initial public offering. But the company was forced to retreat a year later following the admission that its earnings had been fabricated. Luckin was later delisted from the Nasdaq, and its then chairman and CEO were both fired. The company was also slapped with a $180 million fine by the Securities and Exchange Commission.
So, it retreated back to its home region of Asia, where it has more than 22,000 locations in China and several dozen in Singapore.
In 2023, Luckin's revenue in China surpassed Starbucks for the first time — a significant blow for the Seattle chain that is still struggling to crack the market. Starbucks was reportedly courting buyers for a portion of its China business as part of CEO Brian Niccol's broader turnaround plans, but the company has since denied its Chinese stores are for sale.
Although Luckin's formula has proven to be successful at home, it remains to be seen if the same will happen here — especially with Starbucks having more than a 50-year headstart.
Laura He contributed to this report.
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


Bloomberg
9 minutes ago
- Bloomberg
Stock Movers: Datadog, FedEx, Synopsys
On this episode of Stock Movers: - Software company Datadog (DDOG) will be added to the S&P 500 index next week, replacing Juniper Networks Inc. after its recent acquisition by Hewlett Packard Enterprise Co. - FedEx (FDX) is double-upgraded to outperform at BNP Paribas Exane, with the broker saying the stock is 'arguably oversold,' expecting the firm's relative operational outperformance vs. rival UPS to continue. UPS is meanwhile upgraded to neutral from underperform. - Synopsys (SNPS) and Cadence Design both gain 6.1% in premarket trading after the US lifted export license requirements for chip design software sales in China, clearing the way for the companies to resume services in the world's second-biggest economy.
Yahoo
10 minutes ago
- Yahoo
Trump: Fed's Powell 'should resign immediately'
President Trump said Jerome Powell 'should resign immediately' in a Truth Social post Wednesday night, increasing a White House pressure campaign on the Federal Reserve chairman that is intensifying this week. Trump started the week with public criticisms of the Fed and Powell for not lowering rates, posting a note he sent to Powell telling the Fed chair "Jerome—You are, as usual, 'Too Late'" and arguing that he has "cost the USA a fortune." His press secretary held up the note at the White House on Monday so reporters could see it. His Treasury Secretary Scott Bessent then in separate TV interviews compared the Fed to an old person who is afraid of falling after having stumbled once and — referring to concerns Powell and other Fed officials have voiced about inflation from Trump's tariffs — said "I guess this tariff derangement syndrome happens even over at the Fed." When Trump used Truth Social Wednesday night to urge Powell's resignation, referring to him again with the nickname 'Too Late,' he linked to a news story that detailed calls made by yet another member of his administration — Federal Housing Finance Agency director Bill Pulte — for Congress to investigate Powell over statements made to Senate lawmakers about renovations to the Fed's headquarters. Pulte has also called on Powell to resign. 'I am asking Congress to investigate Chairman Jerome Powell, his political bias, and his deceptive Senate testimony, which is enough to be removed 'for cause,'' Pulte said Wednesday in a post on X. When Powell testified before Senate lawmakers last month, Republican senators asked him about media reports that described the expenses and features of the Fed renovation project in Washington, D.C., and Powell said the reports were 'misleading and inaccurate in many, many respects.' Republican Sen. Cynthia Lummis said in a statement to Yahoo Finance that 'This is the Federal Reserve, not a modern-day Palace of Versailles, and it's clear his inability to set aside his own biases in favor of sound policies proves it's time for new leadership at the Fed,' echoing a statement she also posted on X. 'I am happy President Trump is considering new leadership at the Fed.' There is now a short list of people who could succeed Powell as the next Federal Reserve chair when his term is up next May, according to people close to the administration. They include former Fed governor Kevin Warsh, National Economic Council Director Kevin Hassett, Treasury Secretary Scott Bessent, former World Bank president David Malpass, and current Fed governor Christopher Waller. Trump told reporters Tuesday that "I have two or three top choices," roughly a week after saying "I know within three or four people who I'm going to pick." Powell has said that his removal from the job before his term is up next May is not permitted by law, and that he intends to serve out the full time. Trump has delivered mixed messages about whether he would try to remove him, saying in an April 17 post that 'Powell's termination cannot come fast enough!' before saying April 22 that he had 'no intention of firing him.' When asked Tuesday during a monetary policy conference in Portugal if Trump's attacks made it more difficult for Powell to do his job, the Fed chairman said, "I'm very focused on just doing my job." He added that "the things that matter are using our tools to achieve the goals that Congress has given us — maximum employment, price stability, financial stability — and that's what we focus on 100%." Powell's response was met with applause from other participants on the panel and the audience in the room. He also said on Tuesday, 'I want to hand over to my successor an economy in good shape. That's what keeps me awake at night.' When asked if he would serve out his term as a Fed governor until 2028, he declined to say: 'I have nothing for you on that today." On Tuesday, Powell didn't rule out an interest rate reduction at the Fed's next meeting on July 28-29, but he noted the central bank would have cut rates by now if not for the tariffs introduced by the Trump administration. "We went on hold when we saw the size of the tariffs and essentially all inflation forecasts for the United States went up materially as a consequence of the tariffs," he said. The Fed lowered rates by a full percentage point in 2024 but has held rates steady so far in 2025 as it waits to see if inflation will pick up this summer due to the tariffs. "I wouldn't take any meeting off the table or put it directly on the table," Powell said when asked about the possibility of a cut in July. "It's going to depend on how the data evolved." Click here for in-depth analysis of the latest stock market news and events moving stock prices Sign in to access your portfolio


Forbes
11 minutes ago
- Forbes
From ESG To Genuine Impact: A Sustainable Path To Effective Governance
Morten Johansen is the COO of DP World Americas. At first glance, today's focus on environmental, social and governance (ESG) aligns with longstanding business principles. I've found this to be particularly true for supply chains, where ESG considerations run from labor rights to greenhouse gas output. In effect, corporate governance was integrating central elements of ESG well before the term gained popularity. But ESG is more than a metric—it's also a pathway to resilience. In an era of compounding disruptions, I've seen how ESG-driven strategies can not only foster responsible practices but also serve as buffers against volatility. Whether it's supply chain disruptions, regulatory shifts or climate-induced resource scarcity, companies grounded in ESG principles are often better positioned to adapt, recover and thrive. One proof point is found in an annual report from CDP, which determined that corporate liability for supply chain-related environmental risk could cost upward of $120 billion by 2026. Falling behind on this track could result in decreased competitiveness, exacerbated by the reality that these expenses trend 11.4 times higher than those associated with business operations. In other words, ignoring ESG imperatives directly threatens long-term resilience. Understanding Inconvenient Truths Amid our steep real-world challenges, there is a general consensus for enhanced sustainability efforts to address escalating global climate impact. However, business and government pledges to offset C02 emissions by nearly four gigatons by 2030 are falling short—by about 70%—of achieving the 1.5°C target set by the Paris Agreement. In recognizing these shortfalls, McKinsey Sustainability issued a leadership call to increased sustainable action: • Decarbonized Assets And Value Chains: Companies reducing costs and emissions can gain market share, providing financial support for carbon neutralization. • Climate Technologies, New Green Businesses: Demand for green technologies could generate up to $12 trillion annually by 2030 and facilitate innovations for a more affordable transition. Green transition funds, industrial venture capital and infrastructure growth funds could enable up to $3.5 trillion in annual financing by 2050. • Socio-Economic Implications, Net-Zero Transition Tools: Understanding affordable energy access, investment requirements, jobs impact, growth, competitiveness, lived environment and health can help leaders better define pathways forward. • Collaborative Efforts Against Environmental Threats: Public and private sectors, working with philanthropic organizations, can catalyze solutions. • Early Action: Pace-setters can help define nature-positive progress. These measures aren't only about mitigating harm; they're about embedding durability into the business model. ESG isn't charity—it's strategy. It's about safeguarding the future and adapting to what's already here. Refocusing Sustainability In my experience, staying grounded is important in a time when business leaders are being tugged between the hard financial realities of environmental fallout and the increasing number of legislative proposals that could restrict the use of ESG criteria in investments. While ESG filters provide an external benchmark, I believe that resilient governance requires business leaders to make a deeper commitment to stakeholders. Prioritizing sustainability—along with risk mitigation and cost-efficiency—can set companies apart and attract investors by bolstering regulatory compliance and contributing to long-term viability, flexibility and brand strength. Holding Vendors Accountable Addressing challenges with a balanced mindset is important, and I've found that authentic sustainability efforts can encourage consideration of market dynamics and lead to fair governance. For example, the supply chain is ripe with potential. According to CDP, only 37% of suppliers hold vendors accountable for emissions reduction. Buyers play an important role in fostering transparency and optimizing processes among suppliers, so by recognizing the cost risks associated with environmental impact, leaders can advocate for sustainability across their networks and spheres of influence. Resilience begins upstream. In my experience, when companies set clear expectations with partners and implement accountability mechanisms, they can reduce vulnerability to environmental, reputational and operational disruptions. Use Cases: Google And Walmart Google is at the forefront in adopting renewable energy for its data centers, meeting "67% of its data center electricity needs with renewable sources on an hourly basis" and even reaching about 90% in some facilities. Leveraging AI, they've pioneered cross-industry solutions, including the development of data center load shifting that optimizes energy-intensive tasks to bolster grid stability and align with abundant renewable energy periods. Tying its sustainability initiatives to emerging technologies, Walmart employed blockchain tools to empower real-time traceability of perishable food products along its supply chain, from producer to delivery dock. This provided improved pathways for identifying the sources of foodborne diseases while boosting the efficiency of food delivery and reducing waste—wins for both the bottom line and the environment. Frameworks For Sustainable Business In order to boost your company's financial viability while yielding external benefits, I believe it's important to go beyond mere compliance and align with fundamental sustainability principles. These principles can also increase your organization's ability to absorb shocks, respond quickly to change and seize new opportunities in uncertain markets. While each business approach will vary based on internal and external influences, here are three best practices for creating a unified framework that encompasses impactful sustainability programs: • Integrated Reporting: Combine your financial and nonfinancial information to offer a holistic view of the company's performance, emphasizing its impact on various capitals. • Sustainable Development: Align your strategies to the UN's Sustainable Development Goals to help address global challenges. • Triple Bottom Line: Expand your bottom line to include social and environmental components; this can help hold your company accountable far beyond financial performance. The pursuit of sound, broadly beneficial governance requires real and honest action. In many companies, earnings are the primary focus, which is why leading with strength, purpose and a low tolerance for rhetoric is important to delivering productive sustainability efforts. I believe that by keeping these factors in mind, leaders can steer their organizations on a clear path toward enhanced profitability, stronger resilience and meaningful contribution. Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?