Kibou has pivoted its expansion strategy to focus on bigger city centre locations, as the five-strong Japanese restaurant group gears up for further expansion.
The chain, known for its quirky interiors, and extensive menu of classic and contemporary Japanese hot food and sushi, operates sites across Cheltenham, Bristol and Solihull, Battersea and Cambridge.
With plans to secure investment to build its estate over the coming years, the brand has been working with William Baxter and Payam Keyghobadi at Dow Schofield Watts London to explore options for growth.
“We’ve changed our strategy slightly in terms of new acquisition”, managing director Sam Horswill tells MCA.
He says that when the brand debuted in the capital in 2020, the strategy was to “grow out of London into the southwest, in smaller market towns”.
“We feel quite strongly now that bigger city centre locations will work really well for us.”
Off the back of its latest opening in central Cambridge, the brand is keen to take on further high footfall opportunities, targeting sites of 4000 square foot and above.
“Cambridge was the biggest site that we’ve taken on so far. Since opening that’s just boosted our confidence to continue that route.”
Horswill says that the brand is also “broadening horizons” and looking further afield outside of its existing geography to find these locations.
“At the beginning there was a real focus on the geography of the sites and keeping it relatively close together. But I think what’s a lot more important is choosing the right places.”
“If we need to spend four or five hours in the car, or hop on a plane, as long as they’re great sites then that’s positive”.
The brand currently has one site in legals that fits into these considerations.
The MD says he sees the brand setting itself apart as it grows, through its diverse offering.
“A lot of operators in the Asian cuisine space will have a focus on one area.” With a sharing menu, sushi menu, and large plates on offer, Horswill believes Kibou offers a “unique proposition”.
“One of the first things I said when I joined was that we needed to reduce the size of the menu, but actually it’s a real USP that that we’ve got such a diverse offering for our guests.”
Looking forward, the brand is focused on developing a “localised offering” at each site, and using technology to help optimise individual site menus.
“One of our values is in being independent, I think that’s something we want to maintain as we grow because guests are looking for unique experiences.”
Although this may be “operationally challenging”, he is confident in building the high-quality team needed to deliver it.
Through its premium venue experience and accessible menu, Horswill says the brand is attracting diners seeking a Saturday night occasion alongside casual lunchtime shoppers. “We are able to accommodate all those groups and everything in between”.
However, this necessitates a sharp focus on training, development, recruitment, retention, he adds.
“The primary focus of the business is our vision to make Kibou the best job our team members have ever had.”
“More long term, we are really focused on driving the perception of hospitality as a great place to work.”
