Zdraste grows to more than 107 coffee shops: how its franchisees are expanding

The Zdraste network has more than 107 operating coffee shops, run by around 75 partners. The brand’s founder, Vladislav Redkin, shared these figures in an interview with BIBOSS published on 28 September 2026. More than a quarter of its partners already manage multiple outlets. For those assessing the franchise, this is an important detail: the network’s scale reflects not just its number of locations, but also expansion by existing franchisees.

From a family venture to a regional network

Zdraste began as a small family venture in Domodedovo, near Moscow. According to Redkin, the company sold its first franchise in 2021, three years after opening. The business therefore had a period of operating independently before starting to franchise. However, the published information does not specify which processes the company had standardised by the time it sold its first franchise.

The founder said the network had roughly doubled in size almost every year since then. This is his description of its growth rate: the source material does not provide a consistent set of figures for each year. It would therefore be premature to assess the trend more precisely or use it to project the network’s future size.

Redkin named Moscow, St Petersburg, Tyumen, Ufa, Irkutsk and Kirov among the cities where the brand operates. This is not an exhaustive list. It shows that the brand has expanded beyond the Moscow region into different parts of Russia. However, the figures provided do not show the distribution of coffee shops by city or the number of recent openings in each.

The most concrete measure of the network’s current size remains the founder’s figure of more than 107 operating coffee shops. It is important to distinguish this from the number of franchises sold or planned projects: the interview refers specifically to outlets trading under the brand.

Multiple coffee shops under one partner

Around 75 partners are developing the network, and more than a quarter of them manage multiple outlets. This highlights a distinct aspect of Zdraste’s growth: partners whose businesses extend beyond a single coffee shop.

This figure alone does not explain why partners open additional outlets. The interview does not establish how much time passes between the first and subsequent openings, what terms existing franchisees receive, or how their coffee shops are spread across cities. Nevertheless, the proportion of multi-unit operators adds context to the network’s overall size and helps explain its structure.

For a prospective partner, this is a reason to investigate not only the experience of opening a first coffee shop, but also the transition to managing several locations. Questions about team structure, quality control and the owner’s involvement in day-to-day operations become particularly useful here. These are areas to explore when assessing the business model, rather than features of Zdraste’s operations confirmed by the interview.

It is also important not to confuse the proportion of partners with the proportion of outlets. The statement that more than a quarter of franchisees have multiple coffee shops does not mean they own a quarter of the network. Calculating that would require the exact number of outlets held by each partner.

What is known about revenue and profitability

According to Redkin, average revenue per coffee shop over the preceding six months was RUB 4 million a month. He put the profit margin at 15–20%. These are figures reported by the founder for the period covered in the interview, not a promise of results for a new outlet.

Redkin also cited a coffee shop with monthly turnover of RUB 13 million and a profit margin above 20%. This was presented as a record result. It should not replace the average or be treated as a typical benchmark for any location: its record status sets it apart from the network’s other results.

The information provided does not explain how profitability was calculated or which costs were included. It would therefore be inappropriate to convert the reported percentages into a specific profit figure without further clarification. Nor can these figures establish a payback period: that requires investment and cash flow data for the individual project.

The average revenue figure also needs context. The available material offers no breakdown by city, how long outlets have been trading, or the characteristics of their premises. The RUB 4 million figure is therefore useful as a broad benchmark reported by the network, but it is no substitute for financial projections for a specific location.

How to use these figures when choosing a franchise

The news about Zdraste’s scale provides several starting points for discussions with the franchisor: its geographical footprint, the number of operating coffee shops, its partner count and the proportion of multi-unit operators. The financial figures add a sense of the reported results, but need to be checked separately against the circumstances of a prospective outlet.

A candidate’s next step could be to request data on comparable coffee shops: those in a similar city, with comparable rental terms and a similar trading history. It would also be useful to clarify how profitability is calculated and speak to existing partners about their experience of managing one or several outlets. These questions can help distinguish network-wide statistics from the conditions of an individual project.

The practical takeaway: assess Zdraste’s franchise offer against the economics of a comparable coffee shop and verifiable partner experience, rather than the record turnover of a single outlet.