The encyclopedia · Strategy & Leadership · Strategic decision · 2023–2025
Starbucks Malaysia operator lost RM292M in a year — a boycott it could not control
Berjaya Food, the operator of Starbucks in Malaysia, posted a record RM292M net loss in FY2025 as the Gaza boycott gutted revenue for five consecutive quarters.
Berjaya Food · Starbucks · 2025-08-28
What happened
Berjaya Food, the franchise operator of Starbucks stores in Malaysia, posted a record net loss of RM292 million (approx. US$69 million) for the financial year ending June 2025, more than tripling the RM91.5 million loss of the prior year. Revenue fell 36% to RM477 million as consumer traffic collapsed.
The losses were driven by a prolonged consumer boycott linked to the Gaza conflict. Malaysian and Indonesian consumers associated US fast-food and coffee chains with perceived Western support for Israel, leading to sustained customer avoidance. The boycott stretched across five consecutive quarters, with no sign of recovery.
Berjaya Food was forced to downsize its Starbucks outlet network, booking impairment charges of RM152.8 million — nearly six times the prior year — on stores, equipment, and lease assets. The company had previously been a profitable operator, posting RM103.4 million in net profit before the boycott began.
Starbucks CEO Brian Niccol publicly defended the brand, saying boycott claims were inaccurate, but the on-the-ground reality in Malaysia was clear: consumers had made up their minds. Berjaya Food's record losses illustrated how geopolitical conflicts outside a company's control can destroy the financials of a local franchise operator.
Why it happened
- Geopolitical conflicts beyond the company's control triggered a consumer boycott that Berjaya Food had no strategy to counter.
- The brand was seen as a proxy for a foreign government's policy, making the boycott immune to local marketing or PR fixes.
- Berjaya Food had no diversification — its entire revenue stream depended on the Starbucks brand, so there was no hedge when the boycott hit.
The lesson
A single-brand franchise can be destroyed by geopolitics it cannot control. Diversification is not optional when the brand carries political associations — marketing cannot fix a boycott.
Aftermath
Berjaya Food continued downsizing its Starbucks store network in Malaysia. The boycott persisted into its fifth consecutive quarter with no recovery timeline. The company's record loss wiped out years of prior profits and raised questions about the long-term viability of the Starbucks franchise in Malaysia under Berjaya Food's operation.
Sources
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