Amid boycotts targeting global brands associated with Israel, Malaysia has witnessed the rapid rise of a local fast-food chain that has quickly captured public attention.
Ahmad’s Fried Chicken, often dubbed the “Malaysian version of McDonald’s”, has grown swiftly as consumer behavior shifts away from international brands toward domestic alternatives.
Founded by husband-and-wife team Mohd Taufik Khairuddin and Lailatul Sarahjana Mohd Ismail, Ahmad’s emerged at a time when consumer sentiment toward global brands changed sharply following the outbreak of the Israel–Hamas conflict in October 2023.
From a Home Kitchen to a Fast-Food Chain
The origins of Ahmad’s Fried Chicken date back to mid-2024, when Lailatul chose not to take her children to McDonald’s as part of the boycott against international brands.
When her children’s craving for fried chicken persisted, she decided to cook it herself at home. That experience sparked the realization that Malaysian consumers needed a local alternative comparable to global fast-food chains.
Together with her husband, Lailatul turned the idea into reality. Ahmad’s initially operated on a small scale before evolving into a full-fledged fast-food restaurant. Its first physical outlet opened in December 2024, backed by an investment of approximately RM700,000.
In just over a year, Ahmad’s has expanded into a network of more than 30 outlets across Malaysia, with plans to grow to around 110 locations by the end of 2026.
In terms of performance, the company now records monthly sales of roughly RM3 million, reflecting strong market acceptance of the brand.
A Local Alternative Amid Global Brand Boycotts
Ahmad’s growth cannot be separated from the boycott by Malaysian consumers against international fast-food brands such as McDonald’s and KFC. Consumers who were once loyal to global brands have begun shifting toward local products, both as an expression of political solidarity and as a new consumption choice.
Ahmad’s has deliberately positioned itself as a competitor to international chains. Menu items such as the Big Mad’s burger, fried chicken combo meals, and various side dishes are designed to rival global offerings. Its outlets are styled with a modern and professional look, making them, at first glance, comparable to multinational fast-food restaurants.
Despite benefiting from the momentum of the boycott, Ahmad’s founders emphasize that the business was not built as a short-term reaction to geopolitical issues. They acknowledge that the boycott helped draw public attention, but stress that long-term success depends on product quality and competitive strength.
At several outlets, customers say they no longer feel inclined to return to international brands. They view Ahmad’s as offering a comparable dining experience, without the political associations attached to global fast-food names.
The rise of Ahmad’s Fried Chicken illustrates how anti-Israel boycotts in Malaysia have not only reduced interest in international brands, but also created space for the emergence of local players now competing directly in the national fast-food market.
