JIWA Group Increases Share of Directly Operated Outlets

JIWA Group is increasing the proportion of outlets it operates directly as part of its business growth strategy. The move marks an evolution in the expansion approach of its Janji Jiwa brand, whose early growth was supported in part by partnerships. Alongside this shift, the company is pursuing product innovation and collaborations to address increasingly fierce competition among coffee shops.

Increasing the share of directly operated outlets

In a report published by Bisnis on 21 October 2026, JIWA Group CEO Billy Kurniawan explained that the company was preparing several strategies to drive growth. One is to increase the proportion of company-owned outlets operated directly by JIWA Group.

This shift is significant for Indonesia’s franchise and business partnership community. Partnerships helped support the expansion of Janji Jiwa’s network in its early stages. Now, direct operation by the company is playing a larger role in its business development.

However, increasing the share of directly operated outlets does not amount to an announcement that the partnership model is being discontinued. Billy’s comments concern the balance between outlet management models, rather than the closure of the partnership route. This distinction matters: the strategic shift should not be interpreted as going beyond the information provided.

For prospective partners, this development is a reason to look more closely at how a brand manages its network. Growth in the number of outlets and opportunities to open a business through a partnership are two separate issues that need to be assessed independently.

Competition comes from a wide range of coffee shops

Billy believes competition in Indonesia’s coffee market is intensifying as more new coffee shops open. Competitors include not only franchise chains but also independently developed brands.

This suggests that large chains are not competing solely with one another. Independent coffee shops are also part of the choice available to consumers. Against this backdrop, JIWA Group’s business development efforts focus not just on expanding its network, but also on product innovation and collaborations.

These two strands should be considered together. Outlet management concerns how the company runs its network, while product development concerns what it offers customers. Both feature in Billy’s explanation of the company’s growth strategy.

For those considering a franchise or partnership, this approach offers another factor to weigh up when assessing a brand. Beyond examining its outlet network, prospective partners can look at how the brand differentiates its products. That assessment should rest on tangible offerings, rather than the strength of the brand name alone.

Collaboration introduces two toast options

One of JIWA Group’s product development initiatives is a collaboration with Chef Ray Janson. It has produced two toast options under the theme A Twist of Japan, combining Japanese flavours with a toast format familiar to consumers.

The first, Goma Chicken Toast, takes inspiration from Indonesia’s fondness for peanut sauce. It interprets that idea through goma, or sesame, in the form of a sesame sauce. The filling also includes cabbage for crunch, along with fried garlic.

The second, Menchi Beef Katsu Toast, is an adaptation of menchi katsu. It features a fried, breadcrumb-coated meat patty served with a sweet and tangy tonkatsu sauce.

According to Billy, JIWA Group’s position as a local brand gives it the flexibility to create products that resonate more closely with consumers. That connection can be built through the people it collaborates with, the products it develops and flavour profiles tailored to local tastes. Alongside Chef Ray Janson, he also mentioned collaborations with several Indonesian personalities.

The details of these two menu items provide concrete examples of the company’s stated differentiation strategy. The collaboration goes beyond involving a chef: it translates into specific choices of ingredients, sauces and textures in the products on offer.

What prospective partners should consider

JIWA Group’s direction highlights two areas for prospective partners to examine: the balance between outlet management models and the continuity of product development. Both can inform questions when evaluating a partnership offer, without assuming that all network growth automatically creates opportunities for new partners.

On the management side, prospective partners should seek clarification on the types of partnership available and how operational responsibilities are divided. On the product side, questions can focus on how menu updates are implemented, including the availability of ingredients, equipment and any training required. These are practical due diligence steps, not details of JIWA Group policies announced in the report.

The key is to consider a brand’s strategic changes as a whole. Before committing to a partnership, make sure the proposed model still suits your business needs and understand how product innovation will be implemented at outlet level.