Simbisa Brands has opened three new counters in Zimbabwe in the first quarter to September 30, 2025, pushing ahead with expansion despite what it calls “margin pressures” from the fast food tax.
The company said it now has 338 counters in the country, after what it described as “22 new store openings and 14 closures” over the year to September.
“The store network expanded by a net total of eight new counters,” Simbisa said, adding that six outlets were refurbished under its upgrade programme.
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Simbisa said its focus is on growth, declaring:
“We are accelerating our customer-centric strategy through investment in digital transformation and service excellence.”
The group said enhanced digitisation will “improve efficiency, customer convenience and support cost saving initiatives.”
Newsday reports that Simbisa has 66 new outlets in the pipeline for the current financial year, including two Harare stores under its new pasta brand, Pastino.
The group has earmarked US$18,58 million in capital expenditure for the year ending June 30, 2026.
“Our revised pricing strategy, featuring reductions on several menu items, has stimulated customer volumes,” Simbisa said.
Zimbabwe contributed 71 percent of the group’s business in the year to June, generating US$216,09 million.
Regional markets brought in US$90,35 million, with Kenya leading the pack after customer volumes rose 9 percent to 3,3 million, driving revenue to US$21 million.
Eswatini recorded a 10 percent revenue rise to US$1,5 million.
Simbisa admitted to operating under pressure locally.
“We faced inflationary cost increases while absorbing the fast food tax,” the group said, but insisted “strict cost management measures” on energy, maintenance and staffing were stabilising operations.
Revenue in Zimbabwe still grew 16 percent to US$61,1 million in the first quarter, backed by a 9 percent rise in customer volumes to 13,2 million.
Delivery orders surged 74 percent.
“Significant improvements in customer service have strengthened brand loyalty,” Simbisa said.
The group said its decentralised, brand-led model in Zimbabwe and Kenya is “already delivering positive results,” with local teams “driving service improvements and better financial performance.”
