The present case describes the positioning and growth dilemma faced by Bhupinder Madan and Abhishek Acharya, founders of Theka Coffee, a coffee start-up in western India. Theka Coffee envisioned affordable and easy availability of “fresh cold brewed 100% Arabica coffee”. After a successful launch, scaling up to 14 cafes and a subsequent beating because of the COVID-19 pandemic, the company witnessed a resurgence and marked its presence in 15 states across India. These outlets operated through carts and kiosks, which involved very little capital expenditure. In January 2022, the founders pitched Theka Coffee on an Indian television show, which helped them gain popularity and led to their growth through the franchise business model. They sold 25% of their shares to finance the establishment of Theka Coffee as a national brand. The company expanded to several Indian states, operating on a hub and spoke model with 28 hubs across India. It aspired to become a ₹1 billion company by the end of 2023. The founders faced a crucial challenge: how should they position the brand in other markets for future growth? In addition, the company also had to finalise whether they should go for a franchise-based model of expansion or open company-owned outlets. The founders' long-term growth plans, thus, centred on product line expansion, franchising and brand positioning.