Andrew Guerrino
Andrew Guerrino is the Head of Marketing and Branding at Bobo’s Cafe, a family owned and operated cafe chain primarily based in New York’s Westchester County. Before joining Bobo’s last year, he spent several years climbing the corporate ladder as a graphic designer, developing the creative sensibilities and strategic thinking he now brings to the table. His primary focus in this role has been understanding what makes Bobo’s so special and determining how to preserve its identity as it grows.
Laying the Foundation
Bobo’s currently operates across four locations, with two more opening by the end of the year. The business was founded in 2015 by Glen Bernardi, Lisa DeRosa, Glen Bernardi Jr and Craig Bernardi, but its roots go back much further. Glen grew up working in his father Paul “Bo” Bernardi’s luncheonette in Mount Vernon, where community, familiarity and personal service were at the heart of the business. Today, Glen Sr. and Lisa act as passive owners while Glen Jr. and Craig are the faces of the brand, representing a new generation.
Today, Glen Jr. and Craig carry those values forward while introducing a more modern approach built around streamlined operations, technology, a dynamic menu and steady growth. I see community centered branding as the bridge between those two worlds. Bobo’s occupies a unique space between a national chain and an independent neighborhood cafe. We strive for the sophistication, consistency and convenience of a larger brand without diminishing the personality that made Bobo’s successful in the first place. As we improve our packaging, online presence and day-to-day operations, my goal is to ensure our growth never comes at the expense of our personal touch.
We want customers to say “I go to Bobo’s rather than there’s a Bobo’s near me”.
From the start, the Bernardi boys organically fostered a tight-knit community with their charm and charisma. They built relationships with customers on a first-name basis, introduced people to each other within their stores and developed long-lasting relationships with local businesses. This personal connection laid the foundation for the brand we have today.
The Modern Cafe Landscape
I believe community-centered branding has become one of the most important tools for building loyalty in today’s increasingly competitive cafe industry. Quality coffee and food are essential, but are not enough on their own. As our lives become increasingly digital, cafes have a unique opportunity to provide something special: genuine, face-to-face interaction. They can serve as “third places” outside of home and work where people feel comfortable, supported and connected.
This changes the questions I ask as marketing lead. Rather than asking “what do we sell and how is it different from our competitors?” the more relevant question is “What role does Bobo’s play in the lives of our customers?” You can get a coffee and breakfast sandwich almost anywhere these days. The challenge is getting them to come back tomorrow.
Our brand strategy revolves around three cultural pillars: an all-in-attitude, a people-first focus and a boundary-pushing perspective. Together, these principles help us build relationships rather than simply generate transactions. For our core audience - busy young families and socially-driven young adults - the experience surrounding the product can be as meaningful as the product itself.
Becoming Part of the Routine
From a marketing perspective, getting someone through the door is a tall enough order. Getting them to come back is a whole different ball game. Most people don’t visit their favorite restaurant five nights a week, but they might visit their favorite cafe everyday on the way to work. That frequency gives cafes an opportunity to develop genuine relationships with customers. When a barista remembers someone’s drink or an employee asks about their weekend, Bobo’s becomes more than a convenient stop. It becomes part of their day.
Letting Our Community Tell the Story
This philosophy also shapes how we approach Bobo’s social media. Rather than use it as an endless digital menu, we want our content to reflect the people, personalities, neighborhoods and everyday moments surrounding the brand. Our products remain an important part of our story, but they exist within the larger narrative of what it means to be a Bobo’s customer.
Convenience and creativity are important, but they can be replicated. Another cafe can open closer to customers, offer a lower price, introduce a similar menu item, but genuine connection is much harder to duplicate. We want customers to say “I go to Bobo’s” rather than “there’s a Bobo’s near me.”
When customers establish favorite orders, get to know our employees, bring along their friends and families, share Bobo’s on socials, we start to create something more valuable than a transaction. We’ve created a community - and as Bobo’s continues to grow, protecting and strengthening that community will keep us relevant.
