Alfamidi Reports 183 Franchised Stores as at September 2026

Alfamidi reported 183 franchised outlets within its network of 2,708 stores as at September 2026. The breakdown shows the role of franchising in a network still dominated by company-owned stores, alongside rising revenue and profit at PT Midi Utama Indonesia Tbk (MIDI).

Franchising spans two store formats

According to an IDXChannel report published on 2 November 2026, Alfamidi’s network comprised 2,436 company-owned minimarkets, 182 franchised minimarkets, 86 company-owned Alfamidi Super supermarkets, one franchised supermarket and three Midi Fresh fruit shops.

Combining the franchised minimarkets and supermarket gives a total of 183 franchised outlets. Based on this breakdown, they accounted for approximately 6.8 per cent of the overall network of 2,708 stores.

This distinction matters to those in the franchise sector because it separates the size of the brand’s overall network from the number of stores actually operated under franchise arrangements. The total network figure should not be read as the number of franchisees or the number of locations available to prospective franchisees.

Nor does the number of franchised stores necessarily indicate the number of franchise owners. The reported breakdown counts business locations, not the individuals or companies operating them. The figure of 183 is therefore best used to describe the presence of franchised outlets within Alfamidi’s network.

Minimarkets dominate the franchise network

Of the 183 franchised outlets, 182 were minimarkets. Only one was a supermarket. The minimarket format therefore dominated Alfamidi’s reported franchise network as at September 2026.

Combining company-owned and franchised stores by format, Alfamidi had 2,618 minimarkets and 87 supermarkets. The remaining three outlets were Midi Fresh fruit shops. This grouping helps readers distinguish between two separate aspects: store format and operating model.

Among minimarkets, company-owned stores substantially outnumbered franchised outlets. The same pattern applied to supermarkets, with 86 company-owned stores compared with one franchised outlet. Franchising thus operates alongside the company’s own store network.

For prospective franchisees, these differences in format are a useful starting point for discussions with the brand’s management. Information about minimarkets should not automatically be assumed to apply to supermarkets. Site requirements, investment details and the allocation of operational responsibilities should be confirmed specifically for the format under consideration, rather than inferred from store numbers alone.

Revenue rises while operating margin remains relatively flat

On the financial side, MIDI recorded profit of IDR 705.57 billion for the period to September 2026, up approximately 19 per cent, as reported by IDXChannel. Revenue increased by 9.17 per cent to IDR 16.67 trillion. IDR denotes the Indonesian rupiah.

The same report stated that the company’s operating profit in the third quarter of 2026 grew by 10 per cent year on year, mainly supported by higher revenue. However, its operating profit margin remained relatively flat compared with the same period a year earlier.

The distinction between operating profit growth and changes in margin is worth noting. An increase in the absolute value of operating profit does not, in itself, mean that the company earns a larger operating profit from each rupiah of revenue. In this report, revenue growth was the main driver, while the margin remained relatively unchanged.

In line with the increase in net profit, MIDI’s basic earnings per share rose to IDR 21.10 from IDR 17.67. This is a performance measure for the company’s shareholders, not a measure of franchisee earnings.

For those in the franchise sector, keeping these measures separate helps put the results into perspective. Revenue, operating profit, net profit and earnings per share provide information about the company, but they do not replace an individual franchised store’s operating accounts.

Understanding company performance before assessing the opportunity

The size of the network and its revenue growth provide an initial indication of Alfamidi’s scale. However, company-level financial figures should not be treated as profit forecasts for individual franchised stores.

The network’s composition reinforces the need for caution: most Alfamidi stores are company-owned. It would therefore be inappropriate to divide the company’s profit by the number of franchised outlets to estimate franchisee earnings. Such a calculation mixes the company’s business results with just one part of its operating network.

Prospective franchisees should request separate explanations of projected sales, operating costs, payment obligations and the assumptions used for their chosen location. This information should be considered alongside the terms of the franchise agreement, rather than replaced by company profit figures.

Practical takeaway: use the figure of 183 franchised stores to understand the composition of Alfamidi’s network. To assess the viability of a franchise, examine the financial calculations and terms applicable to the specific store you intend to operate.