The Coffee Bean & Tea Leaf

Overview

The Coffee Bean & Tea Leaf is a coffeehouse brand founded in Southern California, selling coffee, tea, blended drinks and a supporting range of food. Its positioning rests on offering both coffee and tea as core categories, rather than treating tea simply as an alternative to espresso. Its best-known products include the Ice Blended drink range, which predates the widespread adoption of frozen coffee drinks by major café chains.

The business belongs to Jollibee Foods Corporation, the Philippine restaurant group that acquired it in 2019. It operates through a mixture of company-owned and franchised outlets, with the balance varying between markets. For prospective operators, it is principally an established international café system: access to the brand depends on territory availability, development priorities and the capabilities required by the relevant franchisor.

History and growth

Herbert and Mona Hyman founded The Coffee Bean & Tea Leaf in Los Angeles in 1963. The business initially focused on selling coffee beans and tea before developing into a broader coffeehouse operation. Its early history places it among the older American speciality coffee brands, with roots preceding the later global expansion of branded espresso chains.

The introduction of the Ice Blended drink in 1987 became an important point of differentiation. International expansion subsequently broadened the business well beyond California, particularly in Asia. Jollibee's 2019 acquisition brought the chain into a group with extensive experience in restaurant ownership and franchising. That ownership change is central to understanding its modern development, although group resources do not remove the operating challenges facing individual cafés.

Global footprint

At the time of the 2019 acquisition, Jollibee reported a network equivalent to around 1,200 outlets across approximately 27 countries, as of 2019. This is a historical reference point, not a current estate total. Store openings, closures and changes in local partnerships mean that prospective franchisees should request the latest figures for their intended market rather than rely on a global headline.

The chain's international presence has included Southeast Asia, East Asia and the Middle East, alongside its American business. This geography distinguishes it from coffee operators concentrated predominantly in North America or Europe. Its cafés can serve different occasions and settings, including shopping centres, commercial districts and transport locations. A brand's visibility in one country, however, does not establish that franchise rights remain available there or that identical store formats are offered elsewhere.

How the franchise model works

The Coffee Bean & Tea Leaf uses franchise partnerships to support international development. Arrangements can involve partners responsible for a wider territory rather than only a single café. The distinction matters: operating one outlet, committing to a multi-store development programme and holding master franchise rights involve different responsibilities. Existing territorial rights may also limit whether an applicant can approach the brand directly.

Franchise operators work within the brand's requirements for products, preparation, store presentation and service. Training, approved purchasing arrangements and operating systems help maintain consistency, while menus and formats can reflect local conditions. Applicants should establish which entity would grant the rights, what support it provides and which decisions remain with the local operator.

A territory agreement should not be assumed to permit sub-franchising. Likewise, exclusivity, development deadlines and rights to additional locations depend on the specific agreement. Public descriptions of the brand's franchise opportunity are not a substitute for the documents governing a particular market.

Investment and requirements

There is no single worldwide investment figure that can reliably describe a Coffee Bean & Tea Leaf franchise. Costs depend on country, premises, store size, format and the scope of the development commitment. A compact outlet and a full café with substantial seating have different construction, equipment and staffing requirements.

Market-specific franchise fees and investment ranges are not publicly disclosed on a uniform global basis. Prospective franchisees should request the applicable franchise disclosure documents, where available or required, together with the current fee schedule and development terms. Figures quoted for another country or an earlier period should not be treated as an offer for the intended territory.

The investment assessment should distinguish initial expenditure from ongoing commitments. Relevant categories include fit-out, espresso and blending equipment, refrigeration, deposits, opening inventory and working capital. Applicants should also clarify royalties, marketing contributions, technology charges and refurbishment obligations. For larger development agreements, the financial and organisational capacity to open several stores can be as important as funding the first.

What franchisees should consider

Site economics and day-to-day execution are central to café performance. Rent, staffing, customer traffic and the balance between takeaway and seated visits can materially affect an outlet's prospects. A recognised international name may support customer awareness, but it does not guarantee sufficient demand at a particular site.

The combined coffee, tea and blended-drink offer provides several selling occasions but also requires disciplined preparation and stock management. Operators should examine delivery arrangements, approved suppliers, equipment servicing and exposure to imported ingredients. They should also ask how the franchisor supports recruitment, training and quality control after opening.

Market-level evidence is more useful than broad claims about global popularity. Discussions with existing operators, where possible, can help clarify the practical demands of the system. Particular attention should go to development schedules, renewal conditions, closure procedures and how local promotional activity is funded.

Competitive landscape

The Coffee Bean & Tea Leaf competes with Starbucks, Costa Coffee and other international coffeehouse chains, alongside regional operators and independent cafés. Peet's Coffee is a relevant comparison for its American speciality-coffee heritage, while Gloria Jean's Coffees provides another reference point for international café franchising.

Competitive pressure extends beyond similar full-service cafés. Convenience-led beverage chains, bakery cafés and lower-priced local operators all compete for customer spending. The brand's tea range and Ice Blended products offer differentiation, but pricing, accessibility and service speed remain important. The closest competitor will therefore vary substantially by country and location.

Outlook

The brand's established identity and international operating experience provide a platform for further development. Jollibee ownership also places it within a wider restaurant portfolio. Neither factor, however, establishes a particular growth rate or guarantees franchise availability.

Its development prospects depend on selecting suitable markets, partners and sites while maintaining a consistent customer experience. For potential franchisees, the central question is not simply whether the brand can expand, but whether the available territory, required commitment and local café economics fit their operating capabilities.