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“ During the early years of our operation , most of our stores were company-owned and operated . Today , less than ten percent of our total stores are company-owned while the remaining 90 percent are franchised . We will never become a 100 percent franchised company , because there remain compelling reasons for us to own a small number of our own stores . For instance , we operate a select number of our own stores for R & D purposes and to continuously innovate in the realm of operational and training excellence . Additionally , we often deploy our own stores in new markets to validate the concept and unit economics for the benefit of franchisees . However , transitioning to a franchise-centric model has allowed us to free up capital to reinvest into our brand and retail and technology ecosystem , which benefits company and franchisee alike .”
Value for money
It ’ s no secret that times are challenging for millions of people across the world . In such a harsh economic climate , Cofix offers an affordable alternative , as Shaun affirms : “ More than ever , we are committed to carrying out our brand value promise to our guests throughout the world . Our business performance suggests that today ’ s tough economic climate reinforces the value proposition of our fixed-price model . During periods of uncertainty and increasing inflation , consumers tend to become more price sensitive . Our concept - which is predicated upon delivering high quality coffee and food , an exceptional store experience , and prices that are simple to understand , fair , and affordable - has always enjoyed wide appeal among more pricesensitive populations and among those who
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