Ma Kshur Trio Invests 7 Million Shekels to Launch New Israeli Coffee Brand
Comedy trio "Ma Kshur" and Raito are investing 7 million shekels to launch a new black coffee brand, challenging established market leaders in a 500 million shekel annual sector.
The black coffee market in Israel, traditionally known for its stability, is about to face a new competitor. The well-known comedy trio "Ma Kshur" is entering the black coffee business, investing approximately 7 million shekels alongside the Raito company to launch a brand aimed at capturing a share of a market estimated at half a billion shekels annually.
Zion Baruch, Shalom Michaelashvili, and Asi Azulai—known collectively as the trio—are not merely serving as celebrity endorsers. All three are partners in the establishment and development of the brand, marking a broader business move aimed at building an independent consumer brand and challenging established players that currently hold a significant grip on the Israeli market.
The entry into this sector is no coincidence. The black coffee market in Israel is a large category with deeply rooted consumption habits, where Elite Turkish Coffee currently holds a dominant market share. For years, there have been almost no dramatic changes in the identity of leading brands or consumer purchasing habits, and the new partners now seek to disrupt this balance of power.
As reported by Eran Swissa, preparation for the brand's launch included the development of a proprietary black coffee blend to be manufactured in Israel. Production is backed by a Jerusalem-based family with nearly a century of experience in the coffee industry, providing the new product with a long-standing tradition alongside a fresh brand framework.
The investment of roughly 7 million shekels indicates this is not a one-off marketing stunt relying solely on the trio's fame. Unlike commercial collaborations where celebrities act merely as the face of an existing product, "Ma Kshur" is entering as core partners in the venture from its inception and development stages.
The ultimate test will come when the products hit supermarket shelves. The new brand must convince consumers to try an alternative in a category where brand loyalty and longstanding habits present a formidable barrier to new entrants.
