Coffee Factory opens in Topkapı and plans to increase the share of centrally managed stores

Coffee Factory has expanded its Turkish network with a new store in Topkapı, Istanbul, as it prepares to increase the share of centrally managed stores in its growth model. According to a report published by Perakende.org on 25 September 2026, the brand operates more than 45 stores across 10 Turkish provinces. While continuing to grow with franchise partners, the company is focusing on site selection, operational standards and preparations for international expansion.

Topkapı opening expands the store network

Founded in 2018, Coffee Factory set out to bring good coffee to more people through a high-quality, welcoming and accessible experience. According to the figures shared in the report, the company has more than 300 employees. The brand increased its store count by 113% in 2025.

This growth figure shows the annual change in the store network, but the report does not give separate store counts for the start and end of 2025. It is therefore not possible to convert the 113% increase into an exact number of openings using the current total. Nor does the report provide a breakdown of franchised and centrally managed stores across the network.

The Topkapı store is one of the latest examples of the brand’s expansion in Istanbul. The source describes it as a recent opening but gives no exact opening date, store size or investment figure. The opening is therefore a concrete step in expanding the brand’s Istanbul presence, but it would be wrong to draw any further conclusions about how the store is operated.

For those following Turkey’s franchise market, the significance of the news goes beyond the addition of another outlet. The management plans accompanying the opening suggest that the brand wants to strengthen its operating structure as it increases its store count.

Location and store concept shape the growth plan

Site selection is central to Coffee Factory’s stated approach to store development. The brand is building its growth plan around suitable locations, appropriate store concepts and a strong operational infrastructure. The Topkapı opening is presented as an example of how this approach is guiding its continued expansion in Istanbul.

However, the report does not explain the criteria used to assess locations in detail. It provides no figures on footfall, rent levels, target customer profiles or space requirements per store. The stated strategy should not be read as confirmation that a particular site is suitable for investment, or as a guarantee of commercial results.

For entrepreneurs considering a franchise investment, there is a practical distinction here: the brand’s general approach to site selection and the specific conditions of a proposed store should be assessed separately. Coffee Factory’s statement offers guidance on the former; the latter requires site-specific analysis and detailed information from the brand.

The emphasis on suitable store concepts should be viewed in the same way. As the source does not describe the features or investment requirements of different concepts, there is no basis for assuming that a single format will be used at every location. Investors should clarify how the proposed concept fits the chosen site and its operating conditions.

The share of centrally managed stores is set to rise

The clearest management objective in the report is to increase the share of centrally managed stores alongside continued growth with franchise partners. Through this approach, Coffee Factory aims to strengthen central oversight of product and service standards, staff training and day-to-day operations.

This does not mean the franchise model is being abandoned. Rather, the source states that the company plans to place greater emphasis on centrally managed stores while continuing to expand with franchise partners. No figures are given for the future balance between the two operating models, nor is there a timetable for the change.

For existing and prospective partners, the key issue to watch is how standards will be put into practice. Product and service standards, staff training and daily operations are the three areas explicitly identified by the brand. However, the report does not set out the content of training programmes, the frequency of checks or the scope of support available to partners.

The announcement should therefore be treated as a statement of management direction rather than a fully defined implementation plan. During franchise discussions, requesting written details of training responsibilities, operational support and oversight procedures could help prospective operators understand what the plan would mean for their business.

Overseas trademark registration and trading ambitions are distinct

Coffee Factory is also working to take the brand and operating structure it has developed in Turkey into international markets. According to the report, trademark registration has been completed in 65 countries. Germany, England, Iraq and Azerbaijan are named among the markets where work is under way.

The company aims to establish an active presence in at least five countries over the next five years. The distinction between registration and actual operations matters here: completing trademark registration in 65 countries does not mean stores have opened in those markets. The source gives no confirmed opening dates or investment figures for the markets mentioned.

The new Turkish opening, the plan to increase the share of centrally managed stores and the international preparations are different elements of the same growth agenda. Practical takeaway: Entrepreneurs entering franchise discussions with Coffee Factory should look beyond the headline growth figures and clarify the concept best suited to their location, the training support available and their day-to-day operational responsibilities. They should also assess overseas ambitions separately from completed store openings.