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Can Gen Z save tea? How young Brits are reigniting love for the classic cuppa amidst a crisis of relevance

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In May, the parent companies of two leading British tea brands reported record sales: Kallo Foods, which owns Clipper Teas, jumped 8% to £121.7 million ($155.5 million) in 2023, while Bettys and Taylors, which owns domestic market leader Yorkshire Tea, grew turnover 14% to £295.7 million ($375.5 million).

Shortly afterwards, Twinings—another top brand, owned by Associated British Foods—reported its highest ever after-tax earnings of £77 million ($97.8 million).

So far, you might say, so unsurprising. Everyone knows the Brits love their tea, which George Orwell once described as “one the mainstays of civilization” in the country.

George Orwell once described tea as “one the mainstays of civilization” in the country.

ullstein bild/Getty Images

But take a closer look, and you’ll see this isn’t quite service as usual.

Tea is indeed popular—the U.K. quaffs about 36 billion cups in a year, with half the population partaking daily—but consumption has fallen precipitously, particularly for black tea, volumes of which have been dropping 2-3% annually for decades, as the bitter aroma of barista-style coffee wafts increasingly though Britain’s high streets.

So does the recent spate of bumper sales mean the time for tea has come again?

The coffee shop conundrum

If ‘builder’s tea’—black, dispensed in tea bags, usually served with milk, often with sugar—is making a comeback, it’s not showing in the data.

According to Kiti Soininen, Category Director, UK Food & Drink Research at market research firm Mintel, “the ordinary tea bag segment has resumed its long-term volume decline” after a brief hiatus during the pandemic.

A box of Yorkshire Tea
A box of Yorkshire Tea.

John Keeble—Getty Images

This shouldn’t be a surprise, if you consider where the market started.

“If you go back to the 1970s, pretty much the only hot drink we had was tea. We had the odd instant coffee, but we were a tea-drinking nation,” says Ben Newbury, head of brand marketing for Yorkshire Tea at Betty’s and Taylor’s. As the variety and quality of alternative beverages increased, led by but not limited to coffee, the only way was down. 

But Newbury believes that this inevitable incumbency effect has been compounded by a sense of apathy and defeatism in the sector. “A lot of other manufacturers and brands just stopped talking about tea and its benefits,” he says.

Yorkshire Tea is certainly unusual in having enjoyed recent growth in both value (revenue) and volume (the number of tea bags sold) terms of 21% and 12%, respectively, in 2023. 

It did this by growing market share in black tea, which Newbury attributes to its premium positioning within the mass market. In a cost of living crisis, it turns out, Brits found cutting back on £5 ($6.35) skinny lattes more palatable than skimping a few pennies on a tea bag.

Most others reporting strong results did so despite dwindling volumes, with sales growing directly on higher prices due to cost inflation.

Yorkshire isn’t the only brand to have realized the advantages of being premium, says Soininen, pointing to Tata-owned Tetley launching its Golden Brew, and Lipton—the world’s largest tea company, spun out from Unilever in 2022 with over 30 brands—relaunching its mass market U.K. brand PG Tips last year with a higher emphasis on quality.

“Tea has been a bit unloved in the U.K., because of a lack of category leadership,” says Gareth Mead, Lipton’s chief corporate communications and sustainability officer. He points out that PG Tips’ new advertising campaign—featuring British rapper and actor Ashley Walters, and directed by Sir Steve McQueen, of 12 Years A Slave fame—was its first new campaign in nearly eight years.

“If you want consumers to drink more tea, let’s give a reason to buy the product… our approach has been to reinvest in PG Tips,” says Mead, who adds that first quarter volumes rose for the first time in years. “There is a huge opportunity to revitalize Britain’s love for tea.”

Given the long-term decline in everyday tea drinking, that’s a bold statement. But Lipton, like Yorkshire and the wider industry, sees potential for new markets in perhaps surprising places.

Tea time for Gen Z

London’s never had a café culture, not in the manner of Paris or Vienna. Traditional silver service tea rooms have long since given way to cookie-cutter coffee shops on the city’s streets, surviving only as afternoon tea, which typically takes place out of sight in plush hotels.

Human hand holding a bottle of iced cold bubble tea against city street in a hot summer day
Bubble tea is now estimated to be a $2.6 billion global market, growing at over 7% annually.

Getty Images

But over the last decade, a Taiwanese import has brought public tea culture back to life—though it’s doubtful Orwell would have recognized it as such.

If you stroll along Shaftesbury Avenue in London’s West End, from Piccadilly Circus to New Oxford Street, you’ll pass by my count at least 10 bubble tea stores, selling cold tea shaken over ice in plastic cups, often startlingly colored, with assorted jellies, popping bobas and tapioca pearls. Popular flavors include lychee, taro and winter melon; Darjeeling and Lady Grey, not so much.

Two friends drinking tea together in a loft
“It’s fascinating, the younger generation coming into tea. It feels very similar to coffee shop culture. It’s really about theater and a personalized treat, similar to having a frappe or flavored coffee,” says Ben Newbury.

Westend61—Getty Images

The clientele, often queuing outside onto Soho backstreets, is overwhelmingly in their teens and 20s, and they can’t get enough of it.

Newbury is under no illusions that younger Britons will ever adopt the tea habits of their parents or grandparents—a YouGov poll found a quarter of over 60s drink more than 20 cups a week, compared with only 6% of 16-24 year olds—but he does see bubble tea as emblematic of the way Gen Z can be drawn into new tea drinking experiences.

“It’s fascinating, the younger generation coming into tea. It feels very similar to coffee shop culture. It’s really about theater and a personalized treat, similar to having a frappe or flavored coffee,” he says.

Neither Yorkshire nor Lipton engage directly with bubble, or boba, tea—now estimated to be a $2.6 billion global market, growing at over 7% annually—but both have embraced ways of drinking tea that would have been unimaginable only a few decades ago.

Mead points to Lipton Cold Infuse (tea designed to be brewed cold as opposed to iced tea: Lipton Ice Tea is an entirely separate entity, remaining a joint venture between Unilever and Pepsico) and the tea concentrates of its Tazo brand, which have seen particular growth in France and the United States respectively.

“There’s been an image problem. If you try googling Gen Z and tea, you’ll struggle. You’ll see relatively old people looking wistfully into the distance. It’s a personal moment of pleasure, which is great, but very different from the hard-hitting, front-of-mind energy of coffee,” Mead explains.

Beyond variety, vibe and novelty, he adds, the opportunity for tea among Gen Z comes from its alignment with two megatrends: health (tea has many proven health benefits, including high levels of polyphenol and flavonoids, which benefit the heart) and sustainability (tea involves very little processing and is very light, so has a relatively small environmental footprint).

“Gen Z aren’t regular tea drinkers yet, but they care about those things more than any other generation,” he says. “It’s something we should be very excited about as an industry. It’s our job as the world’s largest tea company to help people rediscover tea, in whatever form suits their needs. There’s no reason it can’t be cooler than coffee.”

Diversification and internationalization

Teas marketed for their health benefits have been the standout performers in the category in recent years, according to Mintel’s Soininen, with 19% of new launches in the U.K. having some kind of ‘functional’ claim, many related to reducing stress or improving sleep.

“Tea is the ultimate elixir. It can get you out of bed. It can be there to have a conversation over. Or for some people it’s what they have before they go to sleep.”

Ben Newbury

Lipton’s Pukka brand, which specializes in herbal teas, has spread from the U.K. around the world, while Yorkshire has recently launched a herb-infused decaf, and even a Yorkshire Tea Kombucha.

Beyond reaching Gen Z, it’s part of a wider trend towards product diversification, as businesses develop tea products or brands to meet divergent niches—whether for different groups, needs or even times of day.

“Tea is the ultimate elixir. It can get you out of bed. It can be there to have a conversation over. Or for some people it’s what they have before they go to sleep,” says Newbury.

Reflecting this need to hit multiple bases, Yorkshire is part of a group that includes premium specialty tea business Taylors of Harrogate, as well as Taylor’s coffee and Betty’s tea rooms. Lipton’s portfolio, on the other hand, includes its eponymous brand (the bestseller in 150 countries) as well as PG Tips, Pukka, Tazo’s fruity and spicy teas, and T2’s blend of premium tea with fine tea-ware, aimed at the luxury gifting market.

Another strategy is to diversify outside of Britain. After all, unlike in the U.K. the global at-home tea market—worth $127 billion in 2024, according to Statista—is growing, at a compound annual growth rate of 6%.

Lipton did this long ago. Now based in the Netherlands, its Glasgow-founded flagship brand is no longer for sale in the U.K. But family-owned Yorkshire is also actively targeting sales in growth markets abroad. “They’re making lattes with Yorkshire Gold in some parts of China,” Newbury remarks.

British tea culture still has a cachet around the world, and still means something at home. Will it be what it was, the daytime drink, and a mainstay of a civilization? Unlikely. Orwell’s time has passed, for better or worse.

But can it survive and start to grow again? Yes. Like anything else, it is evolving, and it is the businesses that recognize this and evolve with it that will ultimately succeed.



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Recession indicator is close to sounding the alarm as unemployment rises

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While unemployment is still historically low, its rate of increase could be a sign of deteriorating economic conditions. That’s where the so-called Sahm Rule comes in.

It says that when the three-month moving average of the jobless rate rises by at least a half-percentage point from its low during the previous 12 months, then a recession has started. This rule would have signaled every recession since 1970.

Based on the latest unemployment figures from the Labor Department’s monthly report on Friday, the gap between the two has expanded to 0.43 in June from 0.37 in May.

It’s now at the highest level since March 2021, when the economy was still recovering from the pandemic-induced crash.

The creator of the rule, Claudia Sahm, was an economist at the Federal Reserve and is now chief economist at New Century Advisors. She has previously explained that even from low levels a rising unemployment rate can set off a negative feedback loop that leads to a recession.

“When workers lose paychecks, they cut back on spending, and as businesses lose customers, they need fewer workers, and so on,” she wrote in a Bloomberg opinion column in November, adding that once this feedback loop starts, it is usually self-reinforcing and accelerates.

But she also said the pandemic may have caused so many disruptions in the economy and the labor market that indicators like the Sahm Rule that are based on unemployment may not be as accurate right now.

A few weeks ago, however, Sahm told CNBC that the Federal Reserve risks sending the economy into a recession by continuing to hold off on rate cuts.

“My baseline is not recession,” she said on June 18. “But it’s a real risk, and I do not understand why the Fed is pushing that risk. I’m not sure what they’re waiting for.”

That came days after the Fed’s June policy meeting when central bankers kept rates steady after holding them at 5.25%-5.5%—the highest since 2001—since July 2023.

The Fed meets again at the end of this month and is expected to remain on hold, but odds are rising that a cut could happen in September.

Sahm also said last month that the Fed Chair Jerome Powell’s stated preference to wait for a deterioration in job gains is a mistake and that policymakers should instead focus on the rate of change in the labor market.

“We’ve gone into recession with all different levels of unemployment,” she explained. “These dynamics feed on themselves. If people lose their jobs, they stop spending, [and] more people lose jobs.”

Meanwhile, Wall Street has had a more sanguine view of the economy, citing last year’s widespread recession predictions that proved wrong as well as the AI boom that’s helping to fuel a wave of investment and earnings growth.

Last month, Neuberger Berman senior portfolio manager Steve Eisman also pointed to the boost in infrastructure spending.

“We’re just powering through, and I think the only conclusion you can reach is that the U.S. economy is more dynamic than it’s ever been in its history,” he told CNBC.

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Joe Biden rejects calls to quit presidential race as clamour grows for his exit

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Joe Biden faced a growing clamour among Democrats to drop out of the 2024 presidential race on the weekend despite stepped-up public appearances aimed at proving he is mentally fit to take on Donald Trump.

Biden has two campaign events in the swing state of Pennsylvania on Sunday after a high-stakes primetime interview on Friday night failed to reassure fellow Democrats panicked by the 81-year-old’s shaky debate performance last week.

“It’s the worst possible outcome,” one veteran Democratic operative told the Financial Times after Biden’s interview aired on ABC News. “Not nearly strong enough to make us feel better, but not weak enough to convince Jill [Biden] to urge him to pull the plug.”

David Axelrod, the architect of Barack Obama’s successful 2008 presidential campaign, warned after the interview that Biden was “dangerously out-of-touch with the concerns people have about his capacities moving forward and his standing in this race”.

The roll call of Democrats calling for Biden to withdraw was joined on Saturday by Angie Craig, a House member from a swing district in Minnesota.

“President Biden is a good man & I appreciate his lifetime of service,” Craig wrote on social media platform X.

“But I believe he should step aside for the next generation of leadership. The stakes are too high.”

NBC News reported that the Democratic leader in the House, Hakeem Jeffries, was set to discuss the president’s candidacy among colleagues on Sunday.

Throughout the roughly 20-minute interview on ABC, Biden rejected opinion polls that show him trailing Trump both nationwide and in the pivotal swing states that will determine the election outcome.

“I don’t think anybody is more qualified to be president or win this race than me,” Biden said.

The president also dodged questions about whether he would be willing to undergo cognitive and neurological testing, at one point replying: “I have a cognitive test every single day, every day I have that test.”

Biden added: “You know, not only am I campaigning, I am running the world . . . for example, today, before I came out here, I am on the phone with the prime minister of, well anyway, I shouldn’t get into the detail, with Netanyahu, I’m on the phone with the new prime minister of England.” The president appeared to be referencing a call he had on Thursday with Israeli Prime Minister Benjamin Netanyahu, and another on Friday with new UK Prime Minister Sir Keir Starmer.

In another exchange, Biden appeared to suggest that nobody would be able to convince him to suspend his re-election bid, saying: “If the Lord almighty tells me to, I might do that.”

“It seems that the only person who still believes Biden should still be in the race is Biden,” said one top Democratic donor. Another Democratic donor called the interview “pathetic”, while another said it was “too little, too late”.

Many Democratic lawmakers, party operatives and influential donors have privately called for Biden to suspend his re-election campaign after last week’s debate reignited questions about the president’s age and fitness for office. But more critics have been willing to go public with their concerns in recent days.

Maura Healey, the Democratic governor of Massachusetts, became the first state governor to suggest Biden step aside on Friday. Healey was among governors who met the president for emergency talks at the White House this week.

She issued a statement urging him to “listen to the American people and carefully evaluate whether he remains our best hope to defeat Donald Trump”.

Meanwhile, the Washington Post reported on Friday that Mark Warner, a senator from Virginia, was working to assemble a group of Democratic senators to ask Biden to exit the race. A spokesperson for Warner did not respond to a request for comment.

Earlier on Friday, Biden delivered a defiant speech in Wisconsin, a swing state, telling a crowd of supporters that he would not bow to the mounting pressure on him to quit.

“Let me say this as clearly as I can: I’m staying in the race. I’ll beat Donald Trump.”

Reporters travelling with Biden noted several people standing outside the venue where he spoke in Wisconsin holding signs urging him to “bow out” and “pass the torch”. Another sign read: “Give it up, Joe.”

His campaign on Friday said it would spend another $50mn on advertising in the month of July, including for ad spots that would run during this month’s Republican National Convention and the Olympics.

Biden’s vice-president Kamala Harris, California governor Gavin Newsom and Michigan governor Gretchen Whitmer — all seen as possible candidates should Biden step aside — have remained publicly loyal to the president’s campaign. At a July 4 celebration at the White House on Thursday evening, Biden joined hands with his vice-president as some people in the crowd chanted, “four more years”.

But other prominent Democrats are more reluctant to share the stage with the president. When Biden visited Wisconsin on Friday, he was joined by the state’s Democratic governor, Tony Evers — but not Tammy Baldwin, the state’s Democratic senator, who is polling far ahead of the president.

The latest FiveThirtyEight polling average shows Trump leading Biden by just shy of two points in Wisconsin.

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‘No task is beneath me’

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A good leader can’t be afraid to get their hands dirty, according to Nvidia CEO Jensen Huang.

Long before he co-founded the computer chip giant, which is currently worth more than $3.1 trillion, Huang was a teenaged busboy working at Denny’s. Years later, he would hatch the idea for Nvidia with his co-founders in a booth at the same Denny’s where he’d once cleared tables, washed dishes and even cleaned toilets.

Despite boasting a net worth that Forbes estimates at nearly $108 billion, Huang says those humble beginnings still shape the type of business leader he is today.

“To me, no task is beneath me because, remember, I used to be a dishwasher [and] I used to clean toilets,” Huang said in a March interview at the Stanford Graduate School of Business.

“I mean, I cleaned a lot of toilets,” he added, telling a room full of students: “I’ve cleaned more toilets than all of you combined — and, some of them you just can’t unsee.”

Of course, there’s a big difference between being a teen restaurant employee and running a multitrillion-dollar company. But, Huang says he still tries to approach his job today with a similar willingness to take on anything if he believes he can help his employees improve the company, regardless of whether that task could be delegated to someone else. 

“If you send me something and you want my input on it and I can be of service to you — and, in my review of it, share with you how I reasoned through it — I’ve made a contribution to you,” Huang said.

Huang is a famously hands-on boss, with some employees calling him “demanding” and a “perfectionist.” He asks employees across the company to email him each week with the five most important things they’re working on, and then Huang sometimes even strolls up to employees’ desks to ask them how projects are going and weigh in with suggestions, according to a profile in the New Yorker

Whenever possible, the longtime CEO likes to show his employees his reasoning for a suggestion or solution he offers. Doing so helps the company in the long run, and Huang also finds it personally rewarding and an opportunity to learn new things himself, he told the audience at Stanford. 

“I show people how to reason through things all the time: strategy things, how to forecast something, how to break a problem down,” he said. “You’re empowering people all over the place.”

He tries to wrap up his most complicated work early in the day, so if anyone needs something from him the rest of the day, he can “always say, ‘I have plenty of time.’ And I do,” Huang said in a commencement speech at the California Institute of Technology last month.

And, while many CEOs try to limit the number of people who directly report to them to a handful of employees to free up their management schedule, Huang actually prefers to have roughly “50 direct reports,” he told CNBC in November. That structure improves Nvidia’s performance by allowing information and strategy to flow more directly between Huang and Nvidia’s other leaders, according to Huang.

“The more direct reports a CEO has, the less layers are in the company. It allows us to keep information fluid,” he said.

It’s all about putting his employees in the best position to succeed and contribute to Nvidia’s overall success, Huang said at Stanford. It is the job of any good CEO to “lead other people to achieve greatness, inspire, empower other people, support other people,” he added. “Those are the reasons why the management team exists: in service of all of the other people that work in the company.”

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Plus, sign up for CNBC Make It’s newsletter to get tips and tricks for success at work, with money and in life.



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