A Malaysian cafe founded by a disabled entrepreneur creates jobs and opportunities for persons with disabilities, with plans to expand through a social franchise model
JOHOR BAHRU: More than just another café, Chikopi is built on the belief that business can be a force for social change, combining commercial success with a mission to create meaningful employment and economic opportunities for persons with disabilities (PwD).
Chikopi founder Dr Ruzimi Mohamed, 42, said since starting operations with an investment of about RM300,000 in mid-January this year with his wife, Quratul Ain Hasanan, 41, the café has combined its goal of generating profits with efforts to create economic opportunities for the PwD community.
Born without both legs and one arm, Ruzimi said five of Chikopi’s six employees are persons with disabilities, comprising two hearing-impaired individuals and three wheelchair users serving as barista assistants and kitchen assistants.
“We want to prove that the PwD community does not merely need assistance, but opportunities. They are capable of working and contributing to a business if given the right training and a suitable working environment,” he told Bernama today.
According to Ruzimi, besides providing employment opportunities, Chikopi also offers small entrepreneurs, including those from the PwD community, a platform to market their products on a consignment basis free of charge, thereby helping to create a more inclusive business ecosystem.
He said, for example, the sambal for its nasi lemak is supplied by a friend with disabilities, who runs his own stall in the morning before coming to work part-time at the café.
Ruzimi said the idea of setting up Chikopi came after he and his wife saw their respective businesses decline during the COVID-19 pandemic. He had been operating a web-based business in information technology (IT) and mobile application development, while his wife ran a kindergarten.
The experience prompted them to look for a more sustainable alternative source of income while recognising the potential of building a business capable of delivering both economic and social impact.
Initially, he said, they had planned to become franchisees of a beverage and ice cream brand, but abandoned the idea after learning that a nearby outlet would be operating under the same brand.
“We decided to build our own brand because it gives us the freedom to shape our business identity and incorporate the social values we aspire to uphold. The name Chikopi is derived from the words ‘Chicken’ and ‘Kopi’, reflecting the café’s concept of offering chicken-based dishes and coffee as its signature products,” he said.
Among the café’s most popular menu items are Nasi Lemak Chikopi and Nasi Ayam Gepuk, while Matcha Strawberry and Longan Latte have also received encouraging responses from customers, thanks to recipes developed in-house.
Commenting on Chikopi’s business performance, Ruzimi said sales have fluctuated, with strong customer response during its initial operations before slowing throughout Ramadan and Aidilfitri. However, business has shown signs of recovery over the past two months.
To ensure Chikopi remains competitive, he said the company continuously carries out research and development to introduce new menu items in line with current trends, while leveraging social media platforms such as TikTok and Threads as marketing channels.
Faced with rising raw material and operating costs, Ruzimi said Chikopi has focused on minimising wastage, improving inventory management and exploring new revenue streams through programmes such as Burgerista, which gives children hands-on experience in making burgers and beverages.
He said the company is also committed to maintaining generous serving sizes, the quality of its ingredients and affordable menu prices to ensure customers continue to receive good value without compromising the sustainability of the business.
On the company’s plans, Ruzimi said Chikopi is aiming to obtain halal certification before expanding the business through a social franchise model over the next five years.
Under the concept, each franchisee will be required to employ at least 30 per cent of its workforce from the PwD community, while also receiving training in operations, financial management and workforce development.
“We want to build a brand that grows together with the community. Profit is important to ensure the business remains sustainable, but the social impact we create for the PwD community is also a measure of our success,” he said.
