Established in 1984, Monte Carlo had felt the need for a premium quality winter wear brand as at that time, there were only small labels catering to the consumers. The brand was launched with an idea of offering international quality products, at affordable prices. The product line comprises of sweaters, sweatshirts, tracksuits, coats, vest coats, shirts, trousers, denim, dresses, shrugs and more.
Who is your target consumer? What are the price points your brand ranges in?
As our brand is all about comfortable everyday clothing and value for money,
our target group comprises of upward mobile, upper middle class and young executives. We are a diverse brand and are spread over different apparel categories, so we cannot comment on a particular price point.
There exist many players in this segment, what’s your strategy to beat the existing competition?
Our strategy to beat the existing competition is to offer premium quality products and value for money.
Which format, according to you, works well for your brand– EBOs versus shop-in-shop? Why?
Both formats have their own set of advantages. It basically depends on the area in terms of the market. While there is an area constraint in shop in shop format, EBOs are able to offer the right ambience that the brand wants the customers to experience.
Keeping in mind the growing customer preferences, what’s your onmi-channel strategy? Do you sell through own ecommerce or through marketplaces and which ones?
We sell through both the channels at all verticals.
What’s the average store size and investment required to open a store?
Investment varies from store to store and the average store size is 800sq ft – 1200sq ft.
What’s the technology that is being used to make store operations efficient and who are your tech partners for the same?
We use different technology systems to make store operations. CRM involves outside agency and independent store audit co.
How do you manage your supply chain and logistics effectively?
Our system has evolved with time and is in its own way sufficing our requirements.
What’s your expansion plan? Will the investment be done through internal accruals or external funding?
We intend to open 20-25 stores every year across the country. Investments are done through partly internal accruals and otherwise franchise model.
Subway, the global leader in freshly made, customizable sandwiches, has achieved a significant milestone in India by opening 100 new stores in 2024. This expansion underscores the brand’s rapid growth trajectory in one of its fastest-growing international markets. With a renewed focus on modernization, localization, and customer-centric innovations, the brand is strengthening its position in India’s highly competitive Quick Service Restaurant (QSR) industry.
India’s dynamic and evolving food industry has presented a lucrative opportunity for Subway to expand its footprint. With the opening of its 100th store in Lokhandwala, Mumbai, Subway now boasts a formidable presence of over 900 stores in more than 160 cities across India.
“Reaching this milestone of 100 new stores in a year is a testament to our customers’ trust in the Subway brand. This marks a significant chapter in Subway India’s growth journey, reflecting our unwavering commitment to delivering fresh, high-quality, and made-to-order sandwiches to our discerning customers,” said Tarun Bhasin, CEO of Culinary Brands, the exclusive master franchisee for Subway in India, Bangladesh, Sri Lanka, and other countries.
The brand’s aggressive expansion in 2024 is driven by the increasing consumer demand for freshly made, healthy, and convenient food options. As lifestyles change and urbanization accelerates, Subway is strategically positioning itself as a preferred choice among India’s young and working population.
The remarkable success of Subway’s expansion in India can be attributed to multiple key strategies:
While Tier I cities remain key markets, Subway is aggressively expanding into smaller cities to tap into their growing disposable income and rising demand for global QSR brands. Establishing outlets in high-footfall locations such as malls, airports, and highways ensures greater brand visibility and accessibility.
“At Subway, we recognize that every market has unique preferences and challenges. That’s why our menu innovation team continuously researches and adapts offerings to suit regional tastes while maintaining our global standards,” Bhasin explained.
The brand has also introduced new product lines to cater to India’s evolving taste preferences. Recent additions include the Hot & Cheesy Signature Subs and Breakfast Specials.
“Consumers love our Hot and Cheesy Signature Subs. They are the perfect indulgence during winters, offering 1.5x filling, extra cheese, and served piping hot. Options include Cheesy Paneer Tikka, Mexican, American Barbecue, Chicken Tikka, and Lamb Pepperoni,” said Bhasin.
Subway’s Breakfast Specials are another hit, offering fresh, made-to-order sandwiches that cater to professionals and early risers. “It’s a perfect fit for morning meals, and customers can walk in or order online in metros and mini-metros to relish these sandwiches, best paired with hot coffee,” he added.
Subway is harnessing technology to enhance customer experience, streamline operations, and support its rapid expansion. Key tech initiatives include:
“Technology has been an anchor for multiple departments at Subway. Various specialized tech tools are leveraged to support retail expansion and drive decision-making in the supply chain, quality, and operations,” Bhasin noted.
Looking forward, Subway has set an ambitious goal of becoming India’s largest QSR chain over the next decade. This vision is built on key pillars:
“We recognize that achieving our goal requires strategic planning and agility. However, our unwavering commitment to fresh, high-quality food and a robust expansion plan will drive Subway’s growth and success in India,” Bhasin concluded.
Copyright © 2009 - 2025 Franchiseindia.com Ltd