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JANUARY 12, 2023
Layla’s Delicacies: Scaling Up a Small Business
with Insights from Marketing Research
BY KAMEL JEDIDI * AND ROBERT J. MORAIS †
Introduction
Baklava studded with pistachios, kaak warka filled with almonds and rose water, samsa bursting
with nuts . . . these and other exotic Tunisian pastries opened a door of opportunity for
Madame Berrima, a US immigrant living in New Jersey. From a modest beginning in 2018,
selling from her apartment to a few enthusiasts, Berrima quickly built Layla’s Delicacies into
a thriving mail order business. Her sweets were handmade by highly experienced artisans
committed to sourcing only the best nuts, honey, flowers, rose water, and other ingredients.
Customers posted rave reviews, and the New York Times attested to the product line’s
authenticity by describing it as “something you would come across in Tunis.”1
But by 2020 Layla’s had fallen far short of its founder’s growth goals. Even as the social
isolation of the COVID-19 pandemic boosted at-home eating and drove interest in affordable
luxuries like specialty foods, the company slowed in its progress toward achieving its sales
goal. Production costs were high due to the premium ingredients and handmade, laborintensive processes. Berrima realized that to build a sustainable, scalable enterprise, her
company needed to uncover the reasons for the slow growth—and seek information that could
help propel Layla’s forward.
EARLY HISTORY
When Berrima immigrated to the United States from Tunisia in 2012, she continued her
original career in banking. But as the years went on, she felt a strong pull toward
entrepreneurship: “I badly wanted to start a business and a journey.” 2 She dreamed of
somehow bringing Tunisian culture to an international audience.
Berrima noticed that whenever she offered Tunisian sweets to guests in her home, people were
amazed and delighted with the unique mix of flavors and ingredients—a mix that reflected
Tunisia’s history as a land where many civilizations met and mingled. Showcasing the tastes
Author Affiliation
*
Jerome A. Chazen Professor of Global Business, Columbia
Business School
†
Lecturer in Business, Columbia Business School
Copyright Information
© 2023 by The Trustees of Columbia University in the City of New
York.
This case is for teaching purposes only and does not represent an
endorsement or judgment of the material included.
Acknowledgments
Amy Handlin provided research and writing support for this case.
This case cannot be used or reproduced without explicit permission
from Columbia CaseWorks. To obtain permission, please visit
www.gsb.columbia.edu/caseworks, or e-mail
[email protected].
This document is authorized for use only by Jaelyn Justice in MKTG 641_2024 Spring taught by alexis yim, Radford University from Jan 2024 to May 2024.
For the exclusive use of J. Justice, 2024.
of North African, Arab, Spanish, Turkish, and French cultures, Tunisian food in general—and
its pastry in particular—stood out to American consumers. “People constantly asked us,
“Where can I get these, I’ve never had anything like them, they are great!’” 3 Sensing an
opportunity, Berrima decided to start Layla’s, named for her daughter, to reach a much larger
market of US consumers.
From the beginning, Berrima hoped to sell an experience, not just a baked treat. In Tunisia,
offering and receiving sweets is an evocative act of hospitality. She said:
Traditionally, pastries are handmade by women for weddings and other
celebrations. Hosts buy the most expensive ingredients and put as much effort as
they can into the presentation. Guests talk about the sweets during and after the
celebration; the pastries you offer are a measure of your hospitality.
Hoping to spark similar feelings of generosity and pride, she invested heavily in beautiful and
memorable product design, packaging, and branding. (See Laylasdelicacies.com.)
The timing of the launch was fortuitous for Layla’s. Sales of specialty foods featuring highquality ingredients and unique or beautiful packaging were enjoying brisk growth in the
United States. Between 2018 and 2020, the specialty food retail channel grew by 20%, hitting
$12.5 billion in sales. By 2020 the sector grabbed 21.5% of all 2020 food sales, with particularly
robust online revenues.4 While their distribution was typically limited, the popularity of these
products was fueled by a preference among millennials for interesting, healthful new eating
experiences. 5 Moreover, North African foods had started to gain traction, as young adults
showed increasing interest in flavors and ingredients from Tunisia, Morocco, Algeria, Libya,
and Egypt.6
Berrima’s venture also rode a wave of immigrant entrepreneurship that accelerated
throughout the 2000s. By 2019 immigrants made up 21.7% of all US business owners while
accounting for only 13.6% of the population.7 But the favorable trend did not mean their paths
were easy; they were uniquely vulnerable to certain handicaps. For example, immigrants were
frequently stymied by insufficient access to capital, resulting from a lack of credit history
and/or limited financial expertise; cultural or linguistic conflicts; a lack of professional
connections; and poor understanding of relevant regulations.8
ENVIRONMENTAL CHALLENGES
Along with stay-at-home mandates, the COVID-19 pandemic also brought about other market
changes that could be especially vexing for immigrant entrepreneurs. While the sudden spike
in online shopping benefited many web-based sellers, the inability for shoppers to gather and
share new products or experiences face-to-face restricted opportunities for product discovery
and the likelihood of impulse buys.9 Supply chain uncertainties affected basic business needs,
such as materials for wrapping and packaging. Changing regulations imposed by the FDA
and other federal agencies created new stumbling blocks.10
Layla’s Delicacies: Scaling Up a Small
Business with Insights from Marketing
Research | Page 2
BY KAMEL JEDIDI* AND ROBERT J. MORAIS†
This document is authorized for use only by Jaelyn Justice in MKTG 641_2024 Spring taught by alexis yim, Radford University from Jan 2024 to May 2024.
For the exclusive use of J. Justice, 2024.
INITIAL GO-TO-MARKET STRATEGY
With limited capital, it was difficult for Layla’s to adapt to market changes or take advantage
of brand-building opportunities. More fundamentally, the company’s faltering sales forced
Berrima to acknowledge that her initial go-to-market strategy was barely a strategy at all.
Layla’s go-to-market approach was trial and error . . . just produce the sweets and
see how to market them. We focused on the product, not the customers. We thought
our best opportunity was with people already familiar with Tunisian pastries:
North Africans and Middle Easterners. We assumed these people wouldn’t buy
online without tasting the products, so we tried to give them the actual experience
by selling at fairs and other events related to Tunisia and to Muslim holidays. For
example, Muslims tend to celebrate together, give gifts, and feast on special foods
at the end of the fasting month of Ramadan; this holiday is called Eid al-Fitr.11
The fairs were successful in terms of validating the appeal of Layla’s products and price points.
“Every time I went, I saw a positive response. The fairs confirmed that people will respond to
the experience and will buy at that price.” The company quickly recouped the losses caused
by its early marketing investments. But two years later, sales had stagnated and the return on
sales (ROS) had dropped (see Exhibit 1). It appeared that Tunisian and Muslim-related events
were too few, and the audiences too limited, to meet Berrima’s desired sales goal.
The Layla’s team realized that their early trial-and-error approach would not turn the business
around. It was time to devise a growth strategy based on careful analysis of customers, sales,
and market data.
IN SEARCH OF A CUSTOMER-CENTRIC GROWTH STRATEGY
If Berrima were to successfully scale her business, she needed to pivot to a customer-centric
strategy. Since founding the company, she had focused almost exclusively on product
enhancements that would optimize how the pastries looked, tasted, and were packaged.
Thinking now with a customer-focused mindset, she debated whether to introduce new
products (e.g., Tunisian olive oil, harissa, or couscous). However, that approach would tap her
limited resources and compel the company to acquire additional expertise. Whether Berrima
focused on her current product line or offered new products, she needed a new marketing
strategy that delineated the kinds of customers that should be targeted and a clear positioning
for the brand. Then she needed to determine which messages, packaging, pricing, and/or other
marketing tactics would persuade buyers to try an unfamiliar, albeit intriguing, product.
Marketing research was needed to address these issues. However, Berrima had no knowledge
of marketing research techniques. Unsure how—or if—a small business should use research
to devise a growth strategy, she turned for help to a group of graduate students at Columbia
Business School who would serve as consultants,12 seeking guidance on why Layla’s was not
growing as much as desired and how to create a marketing strategy for moving the brand
forward.
Page 3 | Layla’s Delicacies: Scaling Up a
Small Business with Insights from Marketing
Research
BY KAMEL JEDIDI* AND ROBERT J. MORAIS†
This document is authorized for use only by Jaelyn Justice in MKTG 641_2024 Spring taught by alexis yim, Radford University from Jan 2024 to May 2024.
For the exclusive use of J. Justice, 2024.
As the students began to formulate Layla’s business solution, they examined the company’s
historical sales data and identified the following sales patterns over a two-year period:
•
More than half of sales were to buyers with Middle Eastern and North African
(MENA) backgrounds (see Exhibit 2). Importantly, while MENA customers
represented 53% of Layla’s sales, they constituted less than 3% of the US
population in 2019.13
•
On average, MENA customers spent 32% more per order and ordered more
frequently than non-MENA (which includes southern Europe and India)
customers (see Exhibit 3).
•
71% of non-MENA purchases were sent to others as gifts versus 22% of MENA
purchases (see Exhibit 3).
•
When customers purchased Layla’s items as gifts, a proportion of the recipients
made subsequent purchases for their own consumption. But non-MENA
recipients generated far more follow-up purchases: an average of 2.15 new
orders, compared to only 0.2 similar orders among MENA recipients (see
Exhibit 3).
•
Sales were highly seasonal, following a pattern of Muslim gift-giving holidays
as well as a limited number of other occasions, such as the Hindu holiday of
Diwali (see Exhibit 4).
Marketing Research
As a result of the students’ internal data analysis, they proposed and executed a three-stage
marketing research plan.
I.
Secondary Research—analysis of open-access reviews: The purpose of this
research was to uncover how current customers thought and felt about Layla’s
after experiencing the brand. Data of this type are useful for accessing which
brand attributes and experiences resonate with customers. The students
examined 360 such reviews from the company’s website as well as 114 public
reviews available through Google Maps.
II. Qualitative Research—focus groups with an ethnographic component: The
objective of the qualitative research was to identify perceptions and sentiments
associated with Layla’s brand and gain a preliminary understanding of possible
market segments. This kind of research is valuable for generating insights and
hypotheses about customers, informing survey design, and interpreting the
results of survey findings. Six at-home, Zoom-based focus groups took place
with a total of 24 participants, including regular, occasional, and potential
Layla’s Delicacies: Scaling Up a Small
Business with Insights from Marketing
Research | Page 4
BY KAMEL JEDIDI* AND ROBERT J. MORAIS†
This document is authorized for use only by Jaelyn Justice in MKTG 641_2024 Spring taught by alexis yim, Radford University from Jan 2024 to May 2024.
For the exclusive use of J. Justice, 2024.
customers. These participants were recruited from Layla’s current customer
base and e‑mail subscribers who had not yet purchased the brand.
III. Quantitative research—surveys of existing and potential customers: The
objectives of the survey research were to: (1) uncover perceptions of Layla’s
brand on a larger scale than the focus groups, (2) discover product attributes
that drive purchase, (3) segment respondents, and (4) assess Layla’s marketing
messages. Survey respondents were sourced from the company’s e‑mail list of
current customers and e-mail subscribers who had not yet purchased the brand.
About 10% of the 15,000 e-mails sent received responses, resulting in a sample
of about 1,500 respondents.
FINDINGS FROM SECONDARY RESEARCH
Online reviews and other direct communications from customers enable companies to hear a
wide range of their buyers’ voices and spark product and service improvements. An array of
these comments was studied for evidence of how Layla’s customers thought and felt about the
brand following purchase. Their descriptions were overwhelmingly positive and repeatedly
articulated a sense of wonder. A synthesis of recurring words and phrases yielded many
references—not only to the ingredients and taste but also to the product’s more subtle
attributes, such as color and shape. For example, the pastries were described as “edible art”
and “absolutely exquisite.” Reviewers praised the packaging with terms like “unique,”
“stylish,” and “exceptional.” (See Exhibit 5 for a representative subset of reviews from the
master set of 360 reviews.)
FINDINGS FROM QUALITATIVE RESEARCH
Like the online reviewers, the focus group participants heaped praise on the aesthetics of the
pastries, the packaging, and, among current customers, the overall consumption experience.
The students introduced an ethnographic element into some of the focus groups: an unboxing
exercise designed to reveal how people responded to the product in a natural home
environment in real time. When participants initially saw Layla’s packaging, they were struck
by its ornate design, likening it to that of a luxury jewelry company, such as Tiffany & Co. The
box’s multiple levels evoked feelings of Eastern mystery and intrigue as people wondered,
“What is on the other levels?” Customers wanted to keep and reuse the boxes for their own
baked goods.
The sweets themselves were described as “jewel-like,” “art pieces,” and “mini sculptures.”
The brand impressed the focus group respondents as “royal” and “ornamental,” and suitable
as gifts.
Focus group participants also expressed powerful feelings of emotional satisfaction from their
purchases. The emotions differed with customer background; among MENA buyers, the
products evoked cultural pride and nostalgia for happy moments remembered from their lives
in their home countries/regions. “I almost cried,” commented one participant. Another said,
Page 5 | Layla’s Delicacies: Scaling Up a
Small Business with Insights from Marketing
Research
BY KAMEL JEDIDI* AND ROBERT J. MORAIS†
This document is authorized for use only by Jaelyn Justice in MKTG 641_2024 Spring taught by alexis yim, Radford University from Jan 2024 to May 2024.
For the exclusive use of J. Justice, 2024.
“This is a true symbol of North African hospitality and the extent to which we can go to treat
our guests.” Non-MENA customers, generally unfamiliar with Tunisian values, culture, and
cuisine, loved learning something new and immersing themselves in a unique cultural
exploration experience.
FINDINGS FROM QUANTITATIVE RESEARCH
In the survey, respondents were asked to complete three tasks: word association, constant
sum, and message testing. In addition, they were asked a series of attitudinal, psychographic,
behavioral, and demographic questions that would serve as a basis for market segmentation.
Word Association
To assess customer perceptions of Layla’s, respondents were asked, “What words come to
mind when you think of Layla’s Delicacies?” The words chosen addressed multiple product
characteristics, such as “colorful” (appearance), “delicate” (texture), and “mouthwatering”
(taste). (See Exhibit 6.)
Constant Sum
Respondents were asked to allocate 100 points across six attributes to indicate the relative
importance of these attributes when buying from Layla’s. The top two attributes were
flavor/taste and price (see Exhibit 7).
Message Testing
Respondents were asked which messages best described Layla’s on a scale of 1 to 5, with 1
being “strongly agree” and 5 being “strongly disagree.” The overall top-rated message, “a gift
to make them feel special,” resonated more strongly with non-MENA than MENA
participants. Among other well-received messages, MENA participants were more likely to
agree with “explore a cultural story.”
Customer Segmentation
To derive customer segments, respondents were asked questions in four categories: (1)
attitudinal (e.g., brand attribute perception), (2) psychographic (e.g., sentiments about giving;
pride in ethnic heritage), (3) behavioral (e.g., online purchasing behavior; intended purchase
frequency of Layla’s items), and (4) demographic (e.g., income, household size, ethnic
identity). Using cluster analysis, four customer segments emerged from the survey responses.
The names of the segments were based upon the profile of each cluster, supplemented by
insights from the focus groups.
•
Givers: The joy of giving was the key sentiment among members of this group,
which was comprised primarily of non-MENA consumers. Purchasing from
Layla’s helped fulfill their image as passionate connoisseurs of unique products
and supporters of small business.
Layla’s Delicacies: Scaling Up a Small
Business with Insights from Marketing
Research | Page 6
BY KAMEL JEDIDI* AND ROBERT J. MORAIS†
This document is authorized for use only by Jaelyn Justice in MKTG 641_2024 Spring taught by alexis yim, Radford University from Jan 2024 to May 2024.
For the exclusive use of J. Justice, 2024.
•
Appreciators: These self-identified health-conscious foodies associated Layla’s
with “delight” and “art.” They enjoyed feelings of Eastern mystery and intrigue
when opening the boxes. This segment consisted of both MENA and nonMENA consumers.
•
Restricted Habit Purchasers: These consumers were of MENA or related
ethnicity and valued Layla’s potential to help them relive happy moments of
their pasts.
•
Habit purchasers: This group associated Layla’s products with pleasurable
childhood memories. The brand reflected their pride in their heritage, culture,
and cuisine (see Exhibit 8).
From Findings to Marketing Strategy Insights
Together with the students, Layla’s management team analyzed the research findings to
search for deeper insights that would inform the brand’s strategy and shape marketing tactics.
They focused their thinking around three questions that would help transform the data into
actionable insights with marketplace applications:
1. Which market segment offers the highest potential for scalability?
2. What is the strongest positioning against that segment?
3. What are the most promising packaging, pricing, and messaging opportunities
for Layla’s following that brand positioning?
Page 7 | Layla’s Delicacies: Scaling Up a
Small Business with Insights from Marketing
Research
BY KAMEL JEDIDI* AND ROBERT J. MORAIS†
This document is authorized for use only by Jaelyn Justice in MKTG 641_2024 Spring taught by alexis yim, Radford University from Jan 2024 to May 2024.
For the exclusive use of J. Justice, 2024.
Exhibits
Exhibit 1
Layla’s Revenues and Expenses Since Inception
Year
2018
2019
2020
Revenues
$131,000
$562,000
$635,000
Expenses
$152,000
$531,000
$619,000
-16%
6%
3%
ROS
Source: Layla’s Delicacies management, 2020.
Note: ROS is defined as (revenues-expenses)/revenues.
Exhibit 2
Percentage of Sales by Cultural Background (MENA vs. Non-MENA
Regions)
Non-MENA
47%
MENA
53%
Source: Layla’s Delicacies management, 2021.
Note: Percentages were computed based on sales data from 2018 to 2020.
Layla’s Delicacies: Scaling Up a Small
Business with Insights from Marketing
Research | Page 8
BY KAMEL JEDIDI* AND ROBERT J. MORAIS†
This document is authorized for use only by Jaelyn Justice in MKTG 641_2024 Spring taught by alexis yim, Radford University from Jan 2024 to May 2024.
For the exclusive use of J. Justice, 2024.
Exhibit 3
Customer Orders by Cultural Background
MENA
Non-MENA
Average order value
$74
$56
Average number of direct orders
1.4
1.25
Average number of indirect orders
0.2
2.15
% Gifts
22%
71%
Source: Layla’s Delicacies management, 2021.
Notes: Purchase order statistics were computed based on sales data from 2018 to 2020. A direct order
was one made by a customer for their own consumption or as a gift; an indirect order was one made by
a gift receiver; on average, a non-MENA customer made 1.25 direct orders, which initiated an average
of 2.15 indirect orders. Gifts were orders sent to other people (i.e., the shipping address is different from
the billing address); 22% of orders made by MENA customers were bought as gifts.
Exhibit 4
Monthly Seasonality of Sales, 2020
Source: Layla’s Delicacies management, 2020.
Note: Layla’s seasonality of sales seemed to follow a pattern of gift-giving holidays (mostly Muslim).
Page 9 | Layla’s Delicacies: Scaling Up a
Small Business with Insights from Marketing
Research
BY KAMEL JEDIDI* AND ROBERT J. MORAIS†
This document is authorized for use only by Jaelyn Justice in MKTG 641_2024 Spring taught by alexis yim, Radford University from Jan 2024 to May 2024.
The sweetness of this treat is subtle and
well balanced. The aromatic rose water
takes you on a journey of flavors and
melting textures perfects the taste of this
authentic dessert.
So happy I found a place to buy Tunisian
delicacies. I left 17 years in Tunisia and
missed the pastries so bad. Layla’s is the
real deal. I will keep buying to always have
the right delicacies every [day] at coffee
time.
Tasty, light, diverse, not too sweet, and
addictive!
Absolutely divine! A beautiful and healthy
sweet treat! This is a perfect hostess for or
any reason gift!
Source: Columbia Business School (student market research), 2021.
Packed with delicious nuts and just the
right amount of sweetness. Loved it and
will definitely order again.
…The delicacies are sweet but not too
sweet, flavorful and absolutely exquisite.
The packaging [is] exceptional…
…Now, no matter where I travel, I can have
a delightful box to remind me of the good
times and celebrate the new.
Remind[s] me of the sweet[s] we use to eat
growing up
Nourishing, delicious, and healthy!
…Layla’s Delicacies are an incredible edible
art in Tunisian fashion. They are packaged
so beautifully. I grew up eating treats like
these from wonderful shoppes like
HolyLand Market…
…These pastries brought me back to my
childhood. Tasty, fresh, flavorful, delicate,
nice looking… I will definitely order again,
for myself and to offer (great packaging by
the way and fast delivery)
Exhibit 5
Selected Online Customer Reviews
I am looking forward to giving these as gifts
for the holidays – probably for teachers
and babysitters…
Highly recommend it as a gift for your
coworkers, in-laws, friends, and family!
Healthy, less sweet, lots of nuts and unique
looking.
I bought a box of candy as a treat for my
birthday. I loved them so much I started
posting a picture a day and reviewing them
on my FB page…
Layla’s Delicacies are my go-to for when
hosting guests and gifting to friends. So
much more interesting than a box of
chocolates or a bottle of wine.
…If you are running out of gift ideas for
the upcoming holidays then definitely go
for Layla’s Delicacies. They are very unique
and would be perfect present.
This document is authorized for use only by Jaelyn Justice in MKTG 641_2024 Spring taught by alexis yim, Radford University from Jan 2024 to May 2024.
BY KAMEL JEDIDI* AND ROBERT J. MORAIS†
Layla’s Delicacies: Scaling Up a Small
Business with Insights from Marketing
Research | Page 10
I bought the escape box for my daughter’s
birthday because we all want to escape
from quarantine at this point…
…I’ve ordered them several times before
and just sent some to my parents for
Ramadhan. They loved them too.
…In my culture, these were served for
graduation, Eid Haflas and many other
family and community occasions.
I bought several boxes of these beautiful
sweets to give as gifts, but I had to keep a
box for myself!!! [T]hey are fantastic, and
unique, tasty and beautifully packaged!
Perfect level of sweetness, so unique and
perfect for gifts.
The box these little Delicacies arrived in
was unique and stylish…
There are unique treats that have a
wonderful balance to their sweetness
For the exclusive use of J. Justice, 2024.
For the exclusive use of J. Justice, 2024.
Exhibit 6
Word Association Findings: What Words Come to Mind When You
Think of Layla’s Delicacies?
Crunchy
Bite
Dessert
Nutty Unique
Mediterranean
Delicate
Treat
Yummy
Middle Eastern
Rich
Pretty
Beautiful
Nuts
Delicacy
Variety
Baklava
Colorful
Decadent
Sumptuous
Delicious
Tunisia
Elegant
Pastry
Weird
Size
Interesting
Exquisite
Tasty
Sweet
Healthy
Mouth-Watering
Source: Columbia Business School (student market research), 2021.
Exhibit 7
Product Attribute Importance: Allocate 100 Points across Six
Attributes
Attribute
Score
Flavor/taste
38
Price
17
Customer reviews
13
Brand
11
Variety of flavors
11
Uniqueness
10
Source: Columbia Business School (student market research), 2021.
Page 11 | Layla’s Delicacies: Scaling Up a
Small Business with Insights from Marketing
Research
BY KAMEL JEDIDI* AND ROBERT J. MORAIS†
This document is authorized for use only by Jaelyn Justice in MKTG 641_2024 Spring taught by alexis yim, Radford University from Jan 2024 to May 2024.
MENA and non-MENA
Self-identified as health cautious foodies
MENA and other culturally resonating ethnicities
(e.g., Turkic)
MENA and other culturally resonating ethnicities
(e.g., Turkic)
•
•
•
•
Appreciators
Restricted habit
purchasers
Habit purchasers
Source: Columbia Business School (Student Market Research), 2021.
This document is authorized for use only by Jaelyn Justice in MKTG 641_2024 Spring taught by alexis yim, Radford University from Jan 2024 to May 2024.
BY KAMEL JEDIDI* AND ROBERT J. MORAIS†
Layla’s Delicacies: Scaling Up a Small
Business with Insights from Marketing
Research | Page 12
Pride and traditions: Layla’s products can help
the MENA community feel pride for their heritage,
culture, and cuisine.
Delight and traditions: Layla’s products can
bring forth childhood memories and allow
customers to relive happy moments of their past
Delight and art: Layla’s product design and
packaging is comparable with art, and they evoke
feelings of Middle Eastern mystery
Joy of giving: Layla’s helps fulfill the desired
image of being a connoisseur (an expert in
unique, excellent products to share and give)
Primarily non-MENA
Passionate present givers (frequent visitors of
websites specializing in unique gifts, i.e., Etsy,
Uncommon Goods)
Users with “unique gifts” keywords in recent search
engine history
•
•
Givers
•
Key Differentiating Sentiments
Identifiers for Marketing
Segments
Exhibit 8
Customer Segmentation Results
For the exclusive use of J. Justice, 2024.
For the exclusive use of J. Justice, 2024.
Endnotes
1
Sebastian Modak, “How to Pretend You’re in Tunis Tonight,” New York Times, January 12,
2021, https://www.nytimes.com/2021/01/12/travel/tunis‑tunisia‑vacation‑at‑home.html.
2 Madame Berrima Interview with Columbia Business School, May 18, 2022.
3 Madame Berrima Interview, May 18, 2022.
4 Nils‑Gerrit Wunsch, “Total Specialty Food Sales in the United States from 2012 to 2020,”
Statista, July 29, 2022, https://www.statista.com/statistics/482985/us‑specialty‑food‑sales/,
accessed August 30, 2022; Denise Purcell, “Specialty Food Sales Top $170 Billion in New SFA
Research,” Specialty Food Association, May 10, 2021,
https://www.specialtyfood.com/news/article/specialty‑food‑sales‑top‑170‑billion‑new‑sfa‑
research/.
5 “Specialty Foods Global Market Report 2021: COVID‑19 Growth and Change to 2030—Focus
on Gen‑Z, Millennials, Gen‑X, Boomers,” Business Wire, August 6, 2021,
https://www.businesswire.com/news/home/20210806005213/en/Specialty‑Foods‑Global‑
Market‑Report‑2021‑COVID‑19‑Growth‑and‑Change‑to‑2030‑‑‑Focus‑on‑Gen‑Z‑Millennials‑
Gen‑X‑Baby‑Boomers‑‑‑ResearchAndMarkets.com, accessed November 18, 2022.
6 Anneliese Klainbaum, “Global Eats: North African Cuisine,” Specialty Food Association,
October 14, 2020, https://feed.specialtyfood.com/2020/10/15/global-eats-north-africancuisine/content.html?_ga=2.92494685.1757273948.1655046603-454179924.1655046603.
7 “Entrepreneurship,” New American Economy,
https://www.newamericaneconomy.org/issues/entrepreneurship, accessed August 30, 2022.
8 Brett Theodos, Jorge Gonzalez, and Jein Park, Supporting Latino and Immigrant Entrepreneurs in a
Time of Crisis (Washington, DC, Urban Institute, February 2021),
https://www.urban.org/sites/default/files/publication/103714/supporting-latino-and-immigrantentrepreneurs-in-a-time-of-crisis_0.pdf.
9 Grace Garwood, “Specialty Food Sales Jump 19% Despite Pandemic Challenges: SFA
Report,” Food Institute, July 2, 2021, https://foodinstitute.com/focus/specialty‑food‑sales‑
jump‑19‑despite‑pandemic‑challenges‑sfa‑report/.
10 “F&B Industry Managers to Deal with Fresh Challenges in the Wake of COVID-19 and Its
Variants,” blog, Global Market Insights, January 12, 2022,
https://www.gminsights.com/blogs/challenges-in-food-and-beverage-industry.
11 Madame Berrima Interview, May 2022.
12 MBA and MS students enrolled in the Columbia Business School course Market
Intelligence: The Art and the Science.
13 Laura Harjanto and Jeanne Batalova, “Middle Eastern and North African Immigrants in the
United States,” Migration Information Source, January 13, 2022,
https://www.migrationpolicy.org/article/middle‑eastern‑and‑north‑african‑immigrants‑
united‑states. This article states that “Between 2000 and 2019, the immigrant population from
the MENA region doubled from 596,000 to 1.2 million, representing a little less than 3 % of the
US foreign‑born population of 44.9 million as of 2019.”
Page 13 | Layla’s Delicacies: Scaling Up a
Small Business with Insights from Marketing
Research
BY KAMEL JEDIDI* AND ROBERT J. MORAIS†
This document is authorized for use only by Jaelyn Justice in MKTG 641_2024 Spring taught by alexis yim, Radford University from Jan 2024 to May 2024.
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