Jollibee Group Hits 10,700 Stores, $1.94B in Systemwide Sales

Jollibee Group closed 2025 with ₱122.3 billion in systemwide sales — roughly $1.94 billion — up 12% year over year, across more than 10,700 stores and cafés in 33 countries. The Philippine operator runs 20 brands, from its namesake chicken chain to Smashburger, Tim Ho Wan, and The Coffee Bean & Tea Leaf.

David Beal, the company's global chief marketing officer, says none of it is accidental.

"From the beginning, our founder and leadership team had a clear and ambitious vision: to build a leading restaurant brand that could be patronized globally," Beal said.

Dr. Tony Tan Caktiong started the business in 1975 selling ice cream on the streets of Manila. Five decades later, the group ranks No. 71 on the 2026 Fortune Southeast Asia 500 list, and Brand Finance named it the world's second fastest-growing restaurant brand in 2024.

What's driving the growth?

Beal credits what he calls "straightforward fundamentals": "Disciplined executions, strong systems, consistent execution, great-tasting food, good quality, good value, a strong customer focus in every market."

The formula pairs a fixed core menu — Chickenjoy, burgers, Jolly Spaghetti, Peach Mango Pie — with market-specific engineering. Vietnam gets Chili Chicken. Malaysia gets Spicy Spaghetti. Brunei gets Spicy Nuggets. The U.S. menu leans on chicken burgers, tenders, and nuggets. Messaging, promotions, formats, and channels are localized too, which is pricing and menu architecture doing the work, not just taste.

That localization shows up in the customer mix. Local patrons — not Filipino expats — account for nearly 100% of traffic in Vietnam and Brunei, about 97% in the United Kingdom, 85% in Singapore, 70% in Hong Kong, and 60% in the U.S.

How scale works for operators

Jollibee treats its size as an operating platform, not just a footprint. The group shares procurement, supply chain, food safety, technology, data, and product development capabilities across brands.

"At the same time, not everything should be standardized," Beal said. "We apply common operating disciplines across the group, while giving brands and local teams the flexibility to respond to the needs of their customers."

Before accelerating expansion in any market, the company studies consumer demand and brand-market fit, along with capital requirements, supply chain, and talent. And it defines growth on its own terms.

"We also define growth not just by how many restaurants we open, but by the strength of the business — loyal customers, productive stores, healthy franchisees, and engaged employees," Beal said.

What does this change for the competitive set?

Jollibee's stated long-term goal is to become a top-five restaurant company in the world. Its near-term plan: keep growing in priority markets, strengthen existing restaurants, and expand "selectively," with the flagship Jollibee brand remaining the core growth platform and the multi-brand portfolio offering additional runway.

The five-year ambition is broader. "In five years, we want the Jollibee Group to be recognized as a truly global food group with a portfolio of beloved brands and a proven ability to deliver responsible, high-quality growth," Beal said. "The measure of success will not be the number of restaurants alone. It will be whether customers continue to choose our brands, employees and franchisees can succeed with us, and whether we continue to earn trust and spread joy around the world."

Jollibee Group will receive the Global Growth Champion award at the Global Restaurant Leadership Conference, November 4–6 in Cannes, France.