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[February 23, 2014]
Gloria Jean's aims to keep market share [New Straits Time (Malaysia)]
(New Straits Time (Malaysia) Via Acquire Media NewsEdge) KUALA LUMPUR: Gloria Jean's Coffees Malaysia (GJC) is looking to maintain its 30 per cent market share, keeping it third in the local premium coffee shop positioning.
GJC, a subsidiary the Australian brand of the same name, was established on the acquisition of Master Franchise Rights by Wonderful Lifestyle Sdn Bhd, a subsidiary of MyFranchise, which is the investment arm of the Minister of Finance Inc-backed Perbadanan Nasional Bhd (PNS).
Speaking at the recently held Media Coffee Day, PNS managing director Datuk Syed Kamarulzaman Syed Zainol Khodki Shahabudin said the firm has no problem maintaining its third positioning behind American brands Starbucks Coffee Company and Coffee Bean & Tea Leaf.
"We were in third place with a 30 per cent market share for 2013 but we are not looking to increase it this year. We want to develop our brand and grow it at a pace that we can manage".
GJC currently have 31 outlets across the country and will be opening 15 more throughout the year, including one in Brunei.
"The Brunei outlet will be our third there. And once Kuala Lumpur International Airport 2 begins operations, we will also have four outlets there." It costs between RM600,000 and RM700,000 for a full store, RM350,00 and RM400,000 for a kiosk and below RM200,000 for a pushcart.
"We get an average foot traffic per outlet of 50,000 customers on a monthly basis. With all 31 outlets combined, we have more than half a million customers a month," said Wonderful Lifestyle chief executive officer Fauzi Awang, who was also present at the event.
He also said kiosks situated in office blocks and hospitals are the most profitable.
Meanwhile, Syed Kamarulzaman said PNS would also look into creating or acquiring other companies should the opportunities arise.
"Wonderful Lifestyle could manage it and if there is a need for it, we may also look into creating a new management team," he said.
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