Coffee Island is planning a targeted growth and operational restructuring plan for the two-year period 2026-2027, investing both in the renewal of the network and in the expansion of its product range.
As noted by Panos Konstantinopoulos, Chief Managing Director of Coffee Island, on the sidelines of the company’s event, the strategy foresees the creation of approximately 10 new stores in Greece and 15 abroad, with an emphasis on markets where there is already a presence and room for further penetration.
“This year, we opened one store in France and a second in Erbil, Iraq. In France, the plan envisages 10–15 stores over a three-year horizon. In Spain, we are now opening our third store,” Konstantinopoulos said, noting that the implementation of the expansion plan in certain regions is being affected by regional instability. In Dubai, although the existing business unit is delivering satisfactory performance, further investment initiatives have been put on hold. “Our store in Dubai is performing well, but discussions for expansion have been frozen due to the war,” he explained, adding that a similar situation prevails in Jordan, where infrastructure is fully in place but the launch of operations has been postponed until after the conflict ends.
Currently, the Coffee Island network spans Spain, France, the United Kingdom, Canada, Switzerland, Cyprus, Egypt, India, Iraq, and Dubai.
As regards the domestic market, the chain is proceeding with targeted interventions across its existing network, relocating points of sale and recalibrating partnerships where commercial dynamics have shifted. At the same time, it is developing new formats that respond to evolving consumer habits. These include Coffee Island Loaded, a hybrid model combining coffee with selected convenience retail and an emphasis on more artisanal products, as well as all-day store formats integrating brunch, desserts, and beverages, thereby extending dwell time and increasing average customer spending. In parallel, a new corporate identity is being piloted at selected locations, featuring a more contemporary and youthful profile. This strategy also includes the expansion of the product portfolio, with new beverage lines such as matcha, ube, and hojicha, targeting primarily younger demographics and consumers seeking differentiated consumption experiences beyond traditional coffee.
According to Konstantinopoulos, the outlook for 2026 has started on a cautious footing, weighed down by geopolitical uncertainty—particularly developments in the Middle East—which are affecting both costs and consumer sentiment. “We are seeing a tightening in purchasing power. There is no further decline, but there is clear caution,” he noted, adding that, from a business perspective, pressure is mainly concentrated in logistics, with significant volatility in freight rates and container availability, complicating planning.
Για να εμφανίζονται περισσότερα άρθρα της Ναυτεμπορικής στις αναζητήσεις σας εύκολα και γρήγορα, πρέπει να προσθέσετε το site στις προτιμώμενες πηγές σας. Μπορείτε να το κάνετε πηγαίνοντας εδώ.
