South Indian Foods Never Die - SagarRatna

Founded in 1995 in South Korea, bb.q Chicken started with a simple mission: delivering high-quality fried chicken and feeding 8 billion people around the world. Under the leadership of Chairman Hong Geun Yoon, the brand has grown from a local favourite into a global culinary powerhouse. As many misinterpret bb.q Chicken as a barbecue chicken restaurant, bb.q for bb.q Chicken stands for ‘best of the best quality’.

With over 2,400 stores in South Korea and a strong international footprint, bb.q Chicken is a testament to the global appeal of Korean cuisine, and its expansion journey offers a roadmap for aspiring brands looking to enter international markets.

Reflecting on the brand's origins, Chris (Duhyeon) Yun, COO, BBQ Global notes, “After we settled our business in South Korea, we started to expand our brand to the global market in 2003, initially focusing on Asia as a test market. The real global push, however, began around 2011 and 2012 when we ventured into China, the United States, and other countries.” This strategic expansion highlights bb.q Chicken’s emphasis on meticulous planning and market testing before making bold moves on the global stage.

Today, the brand’s success in North America is particularly noteworthy. With more than 250 stores in the United States and over 60 in Canada, bb.q Chicken has firmly established itself as a household name across North America. “We are now taking our first steps into Central America, while continuing to grow in Asia,” Yun explains. The company's strategy centres on building strong partnerships with local experts who understand their market's nuances. “We work with local partners like a friend,” Yun adds, emphasizing their collaborative approach. “This allows us to read the market together and ensure our brand resonates with local consumers.”

While North America has proven fruitful, bb.q Chicken has also maintained a strong focus on its roots in Asia. “Being a South Korean brand, it’s only natural for us to maintain a stronghold in Asia, and we are targeting new markets in Western Asia and the Middle East,” Yun added.

The scale of bb.q Chicken's operation is nothing short of staggering. In South Korea, the brand operates 2,400 bb.q Chicken stores. Including the company's many other brands, the parent group manages a total of approximately 3,000 stores in its home country. Globally, the bb.q Chicken network has grown to around 700 stores, with notable footprints in Japan, the Philippines, Malaysia, and China.

Entering New Frontiers
Expanding into the UAE marks a significant milestone for bb.q Chicken. "The UAE is unique; it serves as a gateway market to the MENA region, which is why our entry strategy with Fran India is slightly different. We’re working on a model that will cater to Dubai as a central hub," Yun noted. This tailored approach shows the brand's adaptability, a key factor in its success. By collaborating closely with local partners and adapting to regional tastes and market nuances, bb.q Chicken aims to build a strong foundation in the UAE before leveraging that success across neighbouring countries.

The UAE market offer significant opportunities for bb.q Chicken. "In the UAE, we’re aiming to open 10 to 20 stores initially, with a focus on creating a success story that can serve as a model for the MENA region," Yun noted. India, with its vast population and growing appetite for global cuisines, presents an even larger opportunity. "India is already an individually massive market, and we’re preparing detailed plans to enter with the right franchise model and menu offerings," he added.

To achieve its ambitious goals in UAE, bb.q Chicken has partnered with Franglobal as their Master Franchisee. This partnership is a crucial step towards entering and scaling operations across the diverse and complex UAE market. "We’ve always known that UAE is a high-potential market due to its large consumer base and their love for chicken dishes," said Yun. 

Franglobal’s role will be to create a robust franchise network in UAE, and prioritize strong unit economics and long-term profitability. The collaboration will aim to empower local franchisees with the tools, training, and operational support they will need to succeed, while also maintaining brand consistency across all locations.

A Targeted Approach for Market Success
Korean food culture is having a moment on the global stage, and bb.q Chicken aims to be at the forefront of this movement. "People used to associate Korean food mainly with kimchi, bibimbap, and bulgogi, but we want to present K-food as a culture in itself," said Yun. This cultural positioning is key to the brand’s global strategy. By promoting its chicken offerings alongside broader Korean culinary and cultural exports, bb.q Chicken taps into the growing worldwide fascination with K-culture—be it K-pop, K-dramas, or Korean street food.

Leveraging cultural moments is central to bb.q Chicken’s marketing efforts. "We frequently feature our products in K-dramas, and the exposure on Netflix and other platforms is invaluable," Yun remarked. The brand goes beyond simple product placements, working with K-pop stars and hosting concerts to create immersive brand experiences. Collaborations with international influencers, including YouTubers like Englishman in Korea and even American celebrities like Anderson .Paak, further bolster the brand's recognition across continents.

The Future of bb.q Chicken
In the UAE, bb.q Chicken is exploring multiple business models, including smart kitchens and premium dining concepts. The brand is still fine-tuning its entry strategy with local partners, acknowledging the unique demands and opportunities of the region. Airports and transit hubs are also under consideration as potential growth avenues, a strategy that has already proven successful with their store in New York’s JFK Airport. “Dubai and Abu Dhabi offer immense connectivity between Europe and Asia, making them strategic markets for us,” Yun added.

Quality remains a non-negotiable aspect of bb.q Chicken’s ethos. "Our founder established this company with a vision of delivering food that parents can confidently serve to their children. We use only fresh chicken and high-quality ingredients," Yun emphasized. While fried chicken is often perceived as unhealthy, bb.q Chicken aims to change this image by offering nutritious options prepared with the best ingredients.

A Culture of Collaboration and Adaptation
bb.q Chicken’s success hinges on its ability to collaborate with local partners who understand market-specific nuances. This strategy ensures that the brand’s entry into new markets is well-researched and thoughtfully executed. "We work with great local partners to bring our brand into new markets. This approach has been critical to our success," Yun concluded.

The brand's journey from a small local franchise brand in South Korea to a global powerhouse is a testament to the power of cultural exchange, strategic franchising, and a relentless focus on quality. With plans for continued expansion and innovation, bb.q Chicken is well-positioned to become a household name worldwide—one crispy, flavourful bite at a time.

Flavorings are components that give food flavor and uniqueness. The first people to use fragrant substances into their diet were the ancient Egyptians. Due to their frequent usage in food and drink, flavours have a profound cultural legacy and arouse intense emotions and memories.

The Flavorings promote more balanced eating habits by allowing consumers to enjoy better food alternatives. A number of factors, including growing consumer preference for natural and healthier food options, rising demand for convenience foods, rising disposable incomes, improvements in food processing technologies, and the worldwide growth of the food and beverage industry, are driving the food flavors market.

The flavors market was valued at USD 18.75 billion in 2023 and the market is expected to grow from USD 19.53 billion in 2024 to USD 30.10 billion by 2032, exhibiting the CAGR of 5.6% during the forecast period.

Natural Ingredient is the Hero

“We use natural flavors with every dish we cook. Our commitment is to use the real, high-quality ingredients shine through in every menu item. For instance, our Greek Quesadilla is crafted with authentic feta cheese and fresh herbs, delivering a genuine taste of Greece. Our Margarita pizza consists of sun-ripened tomatoes and fresh basil, ensuring a vibrant, classic flavor. Our Ratatouille is full with the richness of locally-sourced vegetables, while our Sizzlers offer a sizzling array of ingredients cooked to perfection. Our Eggs Benedict is made with farm-fresh eggs and hollandaise sauce, and our Asparagus Risotto is prepared with tender, seasonal asparagus and rich, real Parmesan cheese,” said Rahul Bajaj, Founder, Out of the Blue, Mumbai by adding that we avoid artificial flavors and focus on natural ingredients by providing an unforgettable dining experience that celebrates the true essence of each dish.

Evolution of Natural Flavours in Cooking

Over the years, there has been a significant shift towards using natural flavours in the kitchen. This change is driven by growing awareness of health benefits, environmental concerns, and a desire for authenticity in food. Traditionally, most cuisines relied on natural flavours from herbs, spices, and fresh ingredients.

In Indian cooking, spices like turmeric, cumin, coriander, and fresh herbs such as cilantro and mint were commonly used to enhance flavors. With the advent of the industrial age, artificial flavours and sweeteners became popular due to their cost-effectiveness and long shelf life. These were widely adopted by food manufacturers and restaurants for convenience.

“In recent decades, there has been a backlash against artificial additives due to their potential health risks. Consumers are now more conscious of what they eat, preferring natural and organic options. Understanding the true nuances of flavours through the use of natural spices requires experience and expertise,” commented Chef Sudhir Pai, F&B Consultant, TAT, Mumbai  who elaborated that the retaining flavour in traditional cooking which we follow at Tat Coast Cuisine restaurant includes slow and traditional cooking methods help in retaining the flavours of natural ingredients, techniques like tempering (tadka) release the essential oils of spices, enhancing the overall taste, balance of spices is crucial. 

Too much of one spice can overpower others, traditional recipes often provide a good guide, but experimentation is key to finding the perfect blend, Indian cuisine involves various processes that help retain the taste, colour, and texture of natural ingredients like dry roasting whole spices before grinding can intensify their flavours and slow cooking methods like simmering and braising allow flavours to meld together, creating complex and rich dishes.

Driven by Health Concerns

“Over the years, the use of natural flavors in the kitchen has evolved significantly. Initially driven by health concerns and growing awareness about artificial additives, chefs and food manufacturers have increasingly turned to natural ingredients. This shift emphasizes clean labels, where consumers can recognize and trust the ingredients listed,” said Richa Sanghvi, Founder, Epitome, Mumbai.

Replacing artificial sweeteners with organic or natural alternatives like honey, maple syrup, and stevia has become popular. These substitutes not only offer a healthier option but also enhance the flavor profiles of dishes, catering to the demand for guilt-free treats. This trend aligns with the broader movement towards sustainability and holistic wellness, promoting a balanced and nutritious diet without compromising on taste.

Maintaining Nutritional Value

“We believe that the use of natural flavors in our kitchen is a game-changer. Over time, we have moved away from artificial additives to embrace organic and natural ingredients, which not only enhance the taste of our dishes but also maintain their nutritional value,” explained Chef Stefan Gadit, Executive Chef, Torii, Mumbai.

Replacing Artificial Sweeteners with Natural Sweeteners

The move towards natural sweeteners is part of a broader trend towards healthier eating. Natural sweeteners like honey, maple syrup, and organic jaggery are becoming popular alternatives to artificial sweeteners and refined sugar. Natural sweeteners often contain additional nutrients and antioxidants. They have a lower glycemic index, which helps in managing blood sugar levels.
Organic jaggery is a traditional sweetener used in many desserts. It is unrefined, retaining more minerals compared to refined sugar. It adds a unique, rich flavour and is considered healthier.

“Replacing artificial sweeteners with natural alternatives like honey, agave, and maple syrup allows us to offer guilt-free treats that our customers love. This shift has significantly improved the quality of our food, providing a more authentic and wholesome dining experience,” added Chef Stefan Gadit, Executive Chef, Torii, Mumbai who said that the commitment to natural flavors is a testament to our dedication to serving high-quality, delicious, and healthy meals.

Using Natural Sweeteners

These alternatives are not only healthier but also add a distinct flavour.

"Many recipes are being adapted to reduce the overall sugar content, focusing on natural sweetness from ingredients like fruits,” said Chef Sudhir Pai, F&B Consultant for TAT, Mumbai highlighted that incorporating natural flavours and sweeteners, makes it possible to create delicious and healthier meals that honour traditional cooking techniques while meeting modern dietary needs, Organic jaggery, honey, and dates are being used more in traditional sweets.

Commenting on the same, Chef Prasad Parab, Head Chef, Amoeba, Mumbai shared, “We are commitment to genuine flavors means we do not use artificial additives in favor of natural ingredients. For example, we incorporate dehydrated beetroot powder in our hummus, enhancing its color, adding a hint of sweetness, and providing extra nutritional benefits instead of using artificial colour. Similarly, our chocolate wontons are crafted with Nolan Gud, a traditional jaggery made from natural dates, to infuse our compound chocolate with a rich, authentic sweetness." 

Future of Natural Sugar

By 2028, the regular sugar is gradually being replaced by natural sugar substitutes in the restaurant industry. We are switching from sugar-to-sugar replacements because they can be used in smaller amounts without compromising the product's flavor and appearance, which results in significant cost savings. Furthermore, consumers concerned about their health are now looking for better alternatives to refined sugar. The high daily consumption of refined sugar significantly contributes to many serious ailments, including diabetes, obesity, high blood pressure, and heart disease. The market for natural sweeteners is being driven by consumers' growing knowledge of such lifestyle disorders across the globe.

UNO Pizzeria & Grill would constantly get inquires for India but they could not find the right partner who had a vision that matched the Chicago- Deep dish pizza brand until they met both the Dhunseri and Ambuja Neotia Groups. “Being successfully internationally means you need to have the right partnership and we found that with these two groups,” shared Frederick Houston, VP- Franchise Operations for UNO during his India visit. Read, what he has to say on his India operations:

The Journey of ‘Pie’

We were contacted by Dhunseri in the spring of 2016 about bringing our brand to India. Mrigank Dhanuka had our pizza while studying in the US and loved it.  I meet them in Chicago to review the opportunities and shortly after that I met his father Mr. Dhanuka and we sampled our entire menu.  He was very full but enjoyed the pizza and the cookie Sundae.  We were able to finalize out deal in late 2017.  After we had reached an agreement for the Master Franchise rights for India with Dhunseri they brought in Ambuja Neotia as a partner.

Franchise as a Best Model

In order to be successful in a market place you need to understand the market. We can’t do that from the US so we rely on our partner in country to know the markets and the guests.  With this in mind we prefer a franchise arrangement. Also, by franchising we are able to grow our brand presence both domestically and internationally. We are able to get our pizza out to many more guests. We are able to leverage local knowledge and expertise to grow more prudently and effectively.  Finally, we can grow quicker.

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Learning from Global Experience

With my many years with the brand I have seen successes as well as obstacles that needed to be overcome so I believe I bring a very balanced and honest approach in helping our franchisees understand our heritage and brand.  It is all about working together to provide our guests with an extraordinary dining experience so that that brand can grow.

UNO in India

We have opened restaurants in Kolkata, Noida and Bengaluru and we are looking to add more sites in these regions before moving on to new cities.

MUST READ: We Will Recreate The Restaurant Experience With Uno India, Says Harshavardhan Neotia

The Right Customer

All our markets are different and our franchise partners do a wonderful job bring our brand to life but I feel the market with the greatest potential is India. We appeal to a wide range of people but our core is anyone in the age bracket of 20 to 45 year old as well as families.

Localising the Menu to Suit Indian Palate

We are working with the team in India on the menu and we have tweaked the flavors on the menu in order to give our guest in India the flavors they are looking for when they eat out.  We have also added many more vegetarian dishes to balance out our menu.

Trends happening in India

One of the biggest trends is that guests want authentic foods with bold flavors.  As a result our team headed by our executive Chef Andre Fuehr along with Indian corporate chef is creating dishes that provide our guests with items that are unique, fresh and of flavors that suit Indian palate. We do two menu rollouts each year in order to keep our menu fresh and in addition to these we do four limited time menu rollouts each year.

Expanding the Business

We want to be prudent and measured in our expansion plans. India is a very dynamic market with a great deal of opportunity but in order to maximize the opportunity in front of us we need to be thoughtful in our approach to finding the right sites for our brand.  Our goal is to open over 40 restaurants over the next 5-7 years and I believe with the team in India we can achieve this

It is observed that QSR has become a well-established section of the Indian foodservice industry and has further potential for growth throughout the country. Nukkadwala, the QSR chain which is owned by Vatika Group, serves authentic regional Indian food which is process-driven and quickly dispensed.   

The Nukkadwala journey started in 2014 by the Vatithroughoutne of the leading developers in the real estate industry in India. The Group covers various expansive integrated townships to trendy speciality restaurants to world-class learning environments that uphold unparalleled quality and reflect timelessness.

In an exclusive interview with Restaurant India, Nitika Kapur, Chief Executive Officer of Vatika QSR Pvt. Ltd., says a brand can control the quality of its products through the FOCO model.

What are some of the interesting facts about QSRs you came across in your journey so far?

Ten years back, it was the time when Mc Donald’s or Pizza Hut entered; they were not just the QSRs but they started the eating out culture in India. Back then, we had no knowledge about the difference between regular and quick-service restaurants. The QSR industry has evolved much in the past five years. With the growth of the corporate parks, millennium cities like Gurugram, Bangalore and the b-towns becoming fast-moving, the work-culture is increasing; the time factor has become important.

Must Read: Four Trends QSRs Shouldn't Ignore In 2019

Now the competition is between dispensing faster and the same food every time. That’s where the difference is when the global food brands like Pizza Hut and Mc Donald’s came and now what probably the brands like Chaayos and Nukkadwala are doing. It’s a different game altogether.

The key accomplishments of Nukkadwala in 2018

2018 was a break year where we gathered all our gaps, fixed them up. We opened many Nukkadwala restaurant outlets back-to-back in 2016 and 2017. We took almost a year hault, in 2018, to gather all the gaps we were facing in operations, expansions, locations, etc. But we opened two outlets in 2018. We signed a few of them are more futuristic. Now we are back again; we will be opening two outlets till March, this year.

In a start-up, there is no one year where you can actually think of an accomplishment; every year we face a new challenge and we try to fix them up.

The first year was about how we can maintain the consistency keeping the expansion plan. In the second year, we started multiplying outlets and focusing on how to maintain the operational gaps minimum. At Nukkadwala, we believe in selling efficiency.

Meanwhile, studying the repeat customers of the brand, there are many marketing strategies we had introduced. The loyalty we had earned in the last two years is phenomenal. We are very positive about it.

Your growth and expansion plans for the next two years

Nukkadwala’s growth has been nearly 28% which is very good and consistent; the customer repeat of 39% at the brand level.

The QSR chain, Nukkadwala is planning to expand and add 25 more outlets in different cities to keep the growth running.

Our current focus remains Delhi NCR. In the first phase, we looked up at the expansion only in Gurugram. We have a couple of outlets in Gurugram at Sohna Road, New Gurgaon area, Sector 21, Cyber City and MG Road. We also moved to hospitals and food courts as well. We started with Fortis Faridabad, and are in talks with other Fortis outlets. Our current focus is on retail and corporate business parks. We will be opening two outlets in corporate business parks in Noida, one in Gurugram and another in Dwarka.

Right now there is a huge gap. All the new QSRs are selling beverages. We are the only one, probably, who are selling authentic Indian food, vegetarian and non-vegetarian both, which in itself is very challenging. But there is a lot of demand. We are creating eating out culture. We are selling people what they actually look forward when eating out. As Indians, we cannot have pizzas or burgers daily. People who tend to eat from outside most of the time, miss the Indian cuisines. It’s a huge gap. And that’s why we are opening our outlets in malls, hospitals, university areas, markets and corporate parks.

Also Read: Five Reasons Why QSR Is An Evergreen Business

Depending upon the requirement of the locations, we are open.

Do you think ready-to-cook food kits could pose a possible threat to the QSRs?

When we talk about the Indian market, the problem with ready-to-use kits is it isn’t fresh. Secondly, if it is frozen food, maintaining a frozen chain by local retailers is a big challenge. It can actually lead to a very serious health issue if the chain isn’t maintained. On the other hand, when a customer walks in, we deliver to them instantly and if there is an issue, we are 24X7 available to solve and resolve it. Whereas, people who procure these kits, they keep calling the customer care; they won’t be heard.

People who don’t want to cook at home, even if they get the ready-to-do kit, if they want to go out and eat, they will do so. It’s a huge market and there is a share for everyone. Even if tomorrow we have twice as many QSRs as we have today, we will still have buyers. It’s not going to get cannibalized. India is a huge growing market; the spending power has improved, eating out culture is growing.

How would you compare the consumption patterns of people when you took over as CEO at the company with the current scenario?

We realized that slowly and gradually, with the increase in traffic and lack of mobility, everything even residential areas will become captive, apart from the corporate business parks. There was a time when people from West Delhi would come to South Delhi and Connaught Place for night-outs. But now with the demand, the city is building up. We are now seeing the growth and planning at every part of the city.

Aspects to keep in mind while designing the menu of a QSR

There is no magic mantra behind running the business. Your base needs to be strong.

Food consistency has to be a priority. Your food or beverage, whatever and wherever you are selling has to be consistent. If somebody has visited your outlet in CP or in Gurugram, they should have the same impression. Whatever you serve be it Vada Pav or Adrak Chai, the taste and flavours have to be the same. So the quality and consistency of the product are supreme and non-negotiable.

Considering the price sensitivity of our country, we should always consider the pricing and positioning of our product. I see a lot of new outlets and brand selling a product for Rs. 250-300. With the country like us, we need to be very watchful of what and how we are selling and the price. It’s basic economics.

Tips for restaurateurs who want to grow through a franchise model?

Nukkadwala is company-owned right now. But, tomorrow if we go into a franchise, it will be a FOCO model i.e., Franchisee-Owned and Company-Operated model. If you really want to have consistent growth and not see much of decline in the path of growth, it has to be a win-win model. Be it the hard work or the money involved, it has to be equal.

For a brand like Nukkadwala, I’ll always suggest going with the FOCO model. Keep quality and operational checkpoints with you and let the franchisee partner just help you in the expansion and management of the money.

A salad a week does not make a diet. Healthy eating is effective only if it is made a habit. And the key to making this easy is to make healthy food as exciting and interesting as food that we like to binge on. The concept of Purplebasil of healthful fast food does just that. “Essentially, our proprietary recipes use alternative ingredients to replicate the tastes and texture of fast food dishes, thus make them superbly healthy while retaining the deliciousness quotient,” shared Dhananjai Raja Kuttikad. Excerpts from the interview:

The Idea

A couple of years ago, my wife Rashmi and I decided to make a lifestyle change and start eating healthy. We soon found out there was a dearth of credible service providers who were genuinely focusing on all-round nutrition. More importantly, ‘healthy food’ in the market was terribly boring and bland, making it difficult for anyone to take up healthy eating on a regular basis. We wanted to change that. We wanted to make healthy eating interesting. That’s how we hit upon our concept of really healthy food that tastes like fast food! Our vision essentially is to help make healthy eating, an easy, convenient habit for our customers. In the long run, we plan to be like a McD for healthy food. 

Venturing into New Markets

All market predictions by analysts about our segment are extremely encouraging and predict a high CAGR. This is mostly because our target group – age groups of 25 – 45 – are a generation that are increasingly turning health conscious and making informed choices around the food they eat. While Mumbai and Hyderabad are extremely high potential markets that we are expanding too soon, we are also betting big on mid tier cities in India.

Eyeing Franchise Expansion

Right from day one, given our moon shot of becoming the McD for healthy food, we have prepped to make our business more process dependent and less chef dependent. This means extensive documentation and standardization around recipes, trainings, etc. Our proprietary Kitchen Symphony process eases our ops and makes it a scalable and repeatable model.

Binging on Healthy Options

We have over 60 documented recipes in our recipe book covering cuisines from all over the world – from European to Mexican to Middle Eastern to American to Indian. Our online model presents a limited number of these to our target group in a daily changing menu format. For our diner model franchise (directed towards tier 2 cities), we have a fixed menu format – 80% of the menu usually comes from our existing recipes. The remaining 20% we will develop new recipes based on cuisines that are local to the specific city/area and present them in a style a-la purplebasil.

Getting the Fair Deal

Average order value and ticket size for our online model is between 300 and 400. In our diner model franchise, cost for two would be anywhere between 700 and 1000 depending on the city.

Expansion Plans

In the next three years, we hope to be in at least two countries. In the next ten years, we hope to be the world’s most loved fast food brand for the healthy foodie.

How Rolls Mania Became an Empire

Back in 2009, a young 18-year-old Puneet Kansal, came from Mathura to Pune with an empty pocket and the dream to set up a successful business. Possessing a meagre experience of odd sales jobs, he had zero knowledge of the F&B industry. His idea to bring back roti rolls he grew up eating and offering healthy rolls with a pinch of nostalgia. With an old school friend lending him Rs. 20,000, Puneet went on to set-up his table-sized kiosk outside a restaurant at Magarpatta city with just one chef to his help. Right from sourcing accounts to delivery, he did it all to make this venture a success. But success did not come easily to Puneet. With increasing numbers of customers each day, he was soon asked to vacate the place and that is how the first outlet of Rolls Mania was launched in the same complex.

During this period, Puneet found friends and partners in his regular patrons Gagan Sial and Sukhpreet Sial, who had already set their foot into the restaurant industry with 10 years of experience. Together, the trio formed Rolls Mania as an official company, opening the second outlet in 2010 and since then, have grown into a brand with 102+ outlets till date.

"We proudly say We just hit the century, the biggest milestone to date. We are successfully growing by 103 % per year,” says Puneet.

Striking the Right Balance

Striking the right balance between the goodness and wellness of homemade food packed in the form of succulent Kathi Rolls, Rolls mania got clicking the right taste buds of Puneites, igniting the need for more across the city. With a healthy and pocket-friendly array of veg and non-veg on-the-go rolls, it was the time Rolls Mania engaged with an expanded audience through expansion across diversified taste scenarios. After establishing six successful outlets, the team found the franchise model the most viable method to take the brand to newer and untapped markets across domestic boundaries, maintaining consistency and uniformity in terms of quality across all outlets.

Rolls Mania was one of the very few brands in the QSR domain to provide an entire support system to its franchise owners, enabling them with the right amount of skill and training. Ranging from trained kitchen staff to region-based marketing strategies and pricing, the brand not only expanded with this strategy but also founded a base of loyal customers and owners across the nation and fulfilled the dreams of many who aspire to own a restaurant.

Nine years into the industry, Rolls Mania is an entirely self-funded company, spread across 30+ metro, two and three-tier cities, with 102+ outlets and 90 per cent of the owners being women while selling over 12,000 rolls every single day.

Brand Ethics and The Three Qs

With humble beginnings, Puneet Kansal, Gagan Sial and Sukhpreet Sial founded today’s leading QSR brand - Rolls Mania. Initially, on occasions when delivery boys and employees didn’t turn up, the trio have delivered the food personally to sustain their base of happy customers. With such passion and zeal to make it big and no background of F&B industry or fancy business college degrees, the brand strongly believes that an opportunity is all one needs in life.

In a day and age where people opt for MBA graduates to do the job, along with top professionals, Rolls Mania also has employees that have progressed their way from desk boys to area managers today.

To stay at top of the game in maintaining standard operating procedures, the brand lives by the 3 Qs- Quality, Quantity & Quick service.

A motto of not only making profits for themselves but taking each and every member of the Rolls Mania family up the ladder of success and of growing together, they have created an army of employees and owners who have dedicated their lives to take the brand to newer heights. In a highly competitive QSR industry, here is a company that is setting benchmarks for other homegrown brands. 

Expansion Plan

A belief that rolls belong to no geographical boundary, the Kathi Roll brand visions establishing itself all over the world, kickstarting their dream with their first outlet in the United Arab Emirates, before touching other counties amidst the GCC.

Quick Facts

• Rolls Mania Franchise – The brand has 107 Outlets all over India with over 35 cities in which 11 outlets are company owned and 96 Outlets are Franchise Owned within a span of 8 years. 15 more stores are in pipeline, expected to start within this year.
• The investment required to start a Rolls Mania Franchise Outlet is up to 18-23 lakhs, depending upon the size of the store.
• Minimum Area required is about 200 sqft to 300 sqft (carpet). A store should be on the ground floor. It should be near to schools, colleges, residential areas, commercials & IT hubs. 
• Expected ROI – 1 year 5 months 
• Expected break-even – 1-4 months’ time period. 
• Preferred cities and location –  Pan India. Also, at all the potential airports with good footfall, at railway stations and all high-end malls in India.

Grab A Diet is a joint venture run by a deadly duo pair of Marrie Sharma and Bhavya Khera. From arranging the finance, paperwork, infrastructure, goods and staffs all on their own, they have certainly understood the minute pieces of this industry. Excerpts from the interview:

How did your journey as a foodpreneur start?

We were always into food industry one way or the other. We have already worked for healthy outlet and owing to our experience in this field; we somehow managed to raise funds to start our own business. We basically wanted to tell people that healthy eating does not mean having only boiled meal or eating less but it means nutritious eating. The idea behind our venture was to serve those people who are very skeptic to their diet and healthy food habits.

What story lies behind the name Grab A Diet?

Since we are a health food outlet, we needed a name that would appeal to our prospective customers and also hold a meaning. The unique name that we have is true to the quality of food that we deliver. We were familiar with the trends going on in the industry. That’s why we wanted a unique and different way  to attract customers.

Why GK1 as the location?

The people in this area are particular about their health and quality of food. They understand that good nutrition is an indispensable part of leading a healthy lifestyle.

What are the special culinary items served at your venue?

Our healthy pita shawarma, grilled/baked fish and burgers are the most fast-selling item on our menu.

What is the average footfall?

This is our first month and so far satisfied with the new and repeat customers. The number of customers is growing every day. We are also getting positive feedback from customers for which we are really grateful.

How much money have you invested in your business?

We have spent around 11 to 12 lakhs till now and we are expecting to spend even more in the future. The customers’ positive response will certainly add towards our business.

How do you see the health trend growing with time?

We have felt that people are now more health conscious. We believe that in near future, more and more people will turn to health food.

How is the response from the customers?

Most of the reviews by the buyers are highly positive which has been encouraging us to provide more improved customer service. So far the customers have been very polite in sending their responses.

Any expansion plans?

 Yes, we have planned for expansion of our delivery restaurant. We have planned to open casual dining as well as a delivery kitchen in other parts of India.

Euromonitor International recently held a survey which stated that global demands have become a necessity in the current time. It shares an image which portrays the upcoming demand of these elements which will hit the industry by 2022. Restaurateurs understand the importance of these trends and they should look forward towards making good use of it.

Transactions outspacing value sales: 2017 was a positive year in almost every aspect for the food industry. From consumption to sales, everything was in favor of this segment and the same is expected in 2018. With growing consumer expenditure, though the transactions are expected to witness a rise in the upcoming time, the average spending per transaction is expected to fall through 2022 says Euromonitor report. Also, consumers are splurging on inexpensive food over gourmet products.

Delivery market grew by 17 per cent in 2017: Delivery sales usually grow faster than any other dining concept. Today’s tech-friendly generation wants everything to be done at an instance with very less effort. Hence, delivery market experienced an immense rise in the year 2017, and is expected to grow even more in the coming years. Delivery market provides immense opportunities to customers and restaurateurs to make profit from a specific deal. 

Concepts of kiosks and street stalls experienced an immense rise: It was recorded that almost every chain with kiosks and street concepts make just 11 per cent of the total value created.  But the number gradually increased in the year 2017. According to Euromonitor, the percentage grew from 11 to 17 per cent in just a single year which contributed heavily to the total value the brand created. It certainly explains that people are welcoming this concept and more kiosks and stalls can be seen in the year 2018. “The demand of Kiosks and stalls is stating the changing dining habit occurring among people. They are ready to spend more for a quality food product coming in a quick interval of time. Thus we restaurateurs also have to gear up our pace meeting the expectations of customers,” shares Amit Wadhwa, Operational Director, Yeti-Himalayan Kitchen.

Restaurateurs need to understand the working behind these major growth trends to sustain in the market. With the increasing customer demand and market, competition is going to be very tough. They must be prepared with the proper knowledge and plan in order to act at the required time.

Realizing the fact that restaurants just make money for rentals while observing that cheaper burgers have been destroying the market, Mumbai Based Nishant Joshi has launched his own restaurant chain called ‘The Burgery’ that serves premium quality burgers with rich and healthy ingredients. While marking its presence in the market, the brand is also offering variety of burgers along with fries, sides and iced lattes through its two kitchen and two restaurant franchisees operating in different locations of Mumbai. Further it is planning to open around 18-24 restaurants through franchising across Mumbai in the next four years. Thus, talking about his business model, investment and future expansion plans, Nishant Joshi, Founder, The Burgery spoke to Restaurantindia.in.

What inspired you to start The Burgery restaurant?
Before The Burgery my money was in few other restaurants, but soon I realized that in a city like Mumbai where rentals are going higher, the restaurants make money for the rentals and there is nothing like a profit. Restaurant is not just to do with your electricity or kitchen or rent, but all these things make major outlook towards overall business. When one opens a restaurant he/she has to make sure that the land is his/her own which makes sense. Ultimately in the market there should be certain amount of understanding towards rentals and the kind of income restaurant would earn.

What is the gap that you found in the burger space?
Market is there for burgers anyways but the right kind of burgers is not there. The whole process of making cheaper burgers has destroyed the market. The leading burger brands are selling burger like they are selling low price Pepsi bottles where margins are always on mass turnovers. But, we are selling burgers with higher quality and rich ingredients at premium price and even our small turnover gives higher margins.

What kind of burgers you offer?
We offer full meal tenderloin, chicken, lamb, fish and vegetarian burgers along with fries, sides and iced lattes. The Burgery is here to question your appetite with humongous burgers that are specially crafted to delight your cravings.

Please tell us about the ingredients that you inculcate in burgers?
We have vendors for our sauces. We have burger buns coming from the same bakery. We make the patty in place itself because we are giving recipes and it’s cheaper for them. We are making fresh burgers for consumers. Its organic and other things are also mix with it so the cost is bit higher. We have seven burgers and four fries including cheesy fries, masala fries, pesto fries and regular fires. Further we are going to expand our menu. Our USP is revolving around burgers and fries.

We have tied up with a company called Cool Story which is also a part of our franchisees restaurants and provide them the slushies and the manpower to make those slushies. They give flat percentage over their sales to The Burgery franchisees. So the franchisees don’t have to invest in Italian machines, raw materials and staff and it’s a co-branding thing where they do the drinks and we do the food which works well for all of us. We don’t do alcohol.

What is the franchisee model?
We have two models, one is kitchen and other is the restaurant model which we franchise. Kitchen model is more of ordering kind of a system where one can order through Zomato, Swiggy or any of these apps. And in restaurants we offer quality full meal burgers to the consumers. We are giving kitchens, backend for all the recipes, trained staff and an onboard head chef.

It’s a royalty that we charge from franchisees. In inventory as such franchisees have to take 500 burgers first in the beginning and after a month and a half when they get settle then they start making it within the place itself. We just want to give back to people whoever wants to get into hospitality business but in the right way.

How have kitchen formats been doing?
It’s doing well, because rentals are down and they can keep it open for 24 hrs. People in Mumbai want more and more night deliveries and nobody is doing burgers in the night kitchen, so it’s easier for us to attend that market.  

What is the investment for kitchen and the restaurant?
We are charging 15 lakhs for kitchen and Rs 15 lakhs plus interiors for restaurant module. For a restaurant to run one needs 500 sqft of area and only backend kitchen needs 250 sqft of area. We are charging Rs 50K as franchisee fee for five years. We want to make money for the franchisees while self sustaining for years and serving the best taste.

What is your current presence and the future expansion plans?
Presently we have two restaurant franchisees in Malad and Bandra and two kitchen format franchisees in Vile Parle and Andheri in Mumbai. We are planning to open around 18-24 restaurants only in Mumbai in the next four years. We want to be at high streets and inside the commercial buildings. Zomato contributes good orders and soon Swiggy and Foodpanda will be onboard. We want to be on everything that will bring us the orders.

Small business ideas in Restaurant industry

According to an analysis by apex industry body Associated Chambers of Commerce and Industry of India (ASSOCHAM), the quick service restaurants (QSR) sector in India is currently growing at a compounded annual growth rate (CAGR) of 25%, and is likely to touch the Rs 25,000-crore mark by 2020 from the current level of Rs 8,500.

By 2020 it is expected that 35% of India's population will be in urban areas by 2020 totaling to 52 crores compared to the current urban population of 34 crores.

Thus the business unfolds endless opportunities for the budding restaurateurs and entrepreneurs, who want to make their mark in the restaurant industry.

Here are a few business ideas, which can be explored in restaurant industry:

1.Café:

According to a report by Technopak Advisors, a consultancy firm, the per organised café market in India, which grew almost six fold in the last five years to $230 million currently, is likely to hit $410 million by 2017, maintaining a compounded annual growth rate of 13-14 per cent.

This makes cafés as one of the most sought after business ideas as well as making business in the country.

2.Food truck:

This is new culture adapted from the west, which is finding its way into the mainland India. India has witnessed small scale hawkers and food push carts, in which hygiene and safety of food is the matter of question.

Introduction of food trucks in India will provide variety as well hygiene out of mind, while savoring the lip smacking food items. Plus the benefit of food truck is that it is not stagnant, thus getting customers is easy.

3.Cooking classes:

The number of cookery reality shows has encouraged half the population of the country to be a cook and try different cuisine fusions and be a master chef.

One can grab the opportunity and open a cooking class for women in society or for children, who aspire to be chefs in future.

Spread your knowledge and earn money as well as praises, with low investments.

4.Bakery:

Bakery products have become the important meal of the day. The varieties of breads available and celebrations for occasions have made this business reach heights.

One can open a bakery with low investment and the demand is always high, which makes this business small yet profitable.

If one is an expert in cake baking, then theme based cakes are so in and the market will work in their favor.

5.Catering services:

This service is popular in food business as people approach for every small and big occasion and gets together.

Other than this people hopping from city to city for their demanding jobs, crave for home made food, where catering services come into play, especially the ones, who supply in hostels or P.G.s or the office canteens.

If one ties up with offices and event planners, I am sure this small investment business will take gigantic shape in future.

Opportunities never knock twice, so open the door when it is still knocking. Grab the opportunity and be a part of restaurant business.

Wendy's, the world's third largest burger chain, is opening its latest restaurant at Cyber Hub, Gurgaon and enhancing its customer offer across all locations.

Wendy's at Cyber Hub, and all restaurants, provides customers with the highest quality experience in the QSR market.

With a world class restaurant design, the restaurant has a comfortable seating in different zones, music by Coke Studio and digital plasma and projection screens for the sports games.

“We are delighted to be opening Cyber Hub and taking the chance to expand our offer everywhere. The story is pretty simple: Wendy's offers great quality at the most affordable prices. We think this is something new in the QSR market and are excited to get feedback from customers,” shared Jasper Reid, CEO, Wendy's India.

Not only this, the customers get usual Wendy's hospitality- orders brought to the table, crockery (not cardboard) and all served by Wendy's great team, trained to Go Beyond.

The Wendy's menu has also been expanded to include new burgers, wraps, snacks and delicious, cooling shakes.

Wendy's in India now has the widest range in the QSR market offering ever-popular burgers like the Aloo Crunch, Baconator and Chicken Chipotle as well as salads, Baked Potatoes, French Fries with sea-salt, great desserts and much more. The drinks menu includes 100% Arabica coffee, Wendy's Fruitails and all the usual favourite sodas.

On top of this great quality, Wendy's has expanded its range with even more affordable items. The menu starts at 39 Rupees and has a range of great vegetarian and non-vegetarian meals for customers under 99 Rupees. For example, customers can enjoy a Railway Cutlet Meal for only 69 Rupees! For 79 Rupees, we offer Barista-blend Cappuccino and Chilli Cheese Melt for when the snacking urge strikes. In fact, Wendy's has great deals all day long.

"We believe Wendy's offers much more for much less. For example our 69 Rupee meal is not only the best price in the market but customers get a whole lot on top: bigger patty, fresh toppings like cilantro and onion, food made-to-order, a 300ml drink, fries with sea-salt, table service, real crockery, restaurants with free Wi-Fi and great music or video. At 69 Rupees we think this is a superb value,” added Reid.

Wendy's launched in India in May 2015 and has 4 restaurants in NCR. The business plans to open 40-50 restaurants in the next 4 to 5 years in multiple regions across the country.

Swiggy, one of the largest online food ordering and delivery platforms has announced a tie up with Di Bella Coffee in Mumbai, becoming the first online food aggregator to bring the Australian premium cafe chain on board.

Swiggy will offer Di Bella Coffee’s entire menu of coffee blends and popular waffles to consumers in the city.

"We are excited to associate with a global premium café chain like Di Bella Coffee. Since its launch in Mumbai, it has become a very popular brand and we are happy to include it on our platform. This tie up is another validation of our success in facilitating the delivery business of global brands in India,” shared Nandan Reddy, co-Founder, Swiggy.

With this engagement, Swiggy continues to deliver on its promise of consistently expanding customer choices on its platform.

Since Swiggy launched its Mumbai operations in July last year, it has partnered with close to 1000 restaurants. Di Bella Coffee will leverage Swiggy’s deeply entrenched, technology driven seamless delivery service to reach out to a larger customer base in Mumbai. Swiggy’s industry-best delivery timeline of 37 minutes will ensure that the superior customer experience offered by Di Bella Coffee stays intact.

In recent months, leading international QSR (Quick service restaurants) chains like Burger King and Papa John’s have joined hands with Swiggy to boost their customer bandwidth and cater to the growing appetite among Indian consumers for varied food choices. Delivery platforms like Swiggy are increasingly becoming an avenue for such brands to widen their accessibility.  

Rahul Leekha, Director, Di Bella India, said, “We are extremely happy to partner with Swiggy. Di Bella Coffee in Mumbai has a huge loyal base of customers who enjoy our finest blends of beverages and café food. This tie-up with Swiggy allows us to offer our premium coffees to a larger customer base in the city. We look forward to enhancing our customer’s food ordering experience with Swiggy’s efficient and effective delivery track record.”

What made you come up with QSR when you already had a successful FMCG business?

Our business is now stable all around the country and overall we saw that global trends are hitting the market. We felt that we have lots of good products and we wanted people to experience in terms of health brand because these are very versatile health food. The other thing we saw was that there was dearth of healthy food offerings especially when you are in office or on the move. The combination of two thoughts made us think that we should do something in the health food space especially extended forward into a QSR vertical where we could offer healthy, convenient and high quality food which is good for people on the move and which they can have on regular basis. QSR food shouldn’t be something which is only known to be unhealthy but healthy.

What’s driving the healthy food trend in India?

Consumers are becoming more aware of the need to eat healthy also earlier they wanted to it but the challenge was it wasn’t available. But now the products are already in India, the awareness is there, lifestyle is changing, and is more enforced to what is happening in the world. They like food to taste good and if it is made healthier they would have it on everyday basis. India has been a very young population and the global exposure of health and wellness is also very good now. Health as a trend globally is on rise. It is one of few trend which is increasing and India being an emerging economy it is growing even faster and that’s what the sort of pace we want to ride in.

What are the locations you are trying to place your brand?

We are trying to take our QSR in very prominent retail spaces which is well visible to the consumer. We are participating in lots of events including The Grub Fest, Amazon India fashion week and are trying to reach out to the local customers. We are doing lots of sampling to our products to give more experience.

From where did you get your products?

We are sourcing the whole products locally, yet we control the formulation and we have our own chef and quality team. We are working with lots of suppliers depending on the location of outlets.

Who are your target customers?

Our target is the urban consumer who is looking for healthy and convenient food. We have got healthy experience and products which they can have regularly.

What is the expansion plan?

We are planning to open 5-6 outlets in next three months and we have already identified some locations for it. We are looking at Delhi-NCR initially. The plan is to go national over the next few years. But we are looking at prominent locations in offices in malls and hospitals to give them healthy food.

How has been the response so far?

We are getting great response. People are very happy with our product offerings. We have already seen loyalty coming in by seeing same consumer again and again and the brand attachment they have made with Bagrry’s. We are one of the few brands who are very conscious about health and wellness.

What is the price range of your products?

Pricing is equivalent to any QSR in the industry. We use lots of international products and our products are superior in terms of others.  We are at par with the largest QSR brand in the country. 

How is the designing done?

We have designed the outlet in very warm way giving it a very wooden sort of look and feel. It is interactive and has got lots of look and feel factors in it. There is a place for sampling, the customer can see each and product, use it and then purchase it. The size is 100 sqft. So that we can go higher on numbers of outlets.  

Growing competition has excelled fast food players to come up with new and extended menu options at their outlet. McDonald’s which launched all day breakfast menu has dramatically seen growth in sales and was well received by the customers globally.

The QSR chain has planned to test their entire breakfast menu at locations such as Tulsa, Oklahoma, and parts of North Carolina, instead of limited breakfast menu it currently offers, according to a report from Brand Eating. 

Currently, the fast-food giant offers a selection of either English muffin sandwiches or biscuits, depending on geography. The new breakfast menu that will be tested includes all three: McGriddles, English muffins and biscuits.

McDonald’s has also announced its strongest sales growth of any quarter in nearly the last four years, showing an increase of 5.7 percent in the US. ““All-day breakfast was clearly the primary driver of the quarter,” shared Steve Easterbrook, CEO, McDonald’s  to the Washington Post.

Go on the same lines, Mexican chain, Taco Bell has launched its $1 Morning Value Menu Thursday, offering customers 10 breakfast items on a new discounted menu. In addition to its waffle tacos and AM crunch wraps, the chain also added a few items to its breakfast lineup, including a mini-skillet bowl, a breakfast soft taco and a sausage flatbread quesadilla.

“When we first launched breakfast in 2014, our goal was to give our consumers classic breakfast tastes — in a uniquely Taco Bell way," Marisa Thalberg, chief marketing officer for Taco Bell, said in a statement. "Now, we're launching our new $1 Morning Value Menu to give people a terrific array of breakfast options they want, all at this incredible price point."

And, as fast food players globally are playing on breakfast menu, in near future we may see a big leap in their growth from the particular segment.

2015 could be named as the year of fast food revolution in India in the history of Indian food industry. From global players to local vendors, all have experimented a lot to make their food suitable for Indian palate.

Amid all this, the growing demand of local and healthy ingredients with twist of menu and a variety to linger upon, these players are introducing new snack options to target customers’ who are always on the go and who are poised to try something new.

What’s cooking? Wendy’s, the world's third largest burger chain is introducing a new menu with snacking options that will cater to consumers looking for a quick bite between meal times.

“The new menu was developed after exhaustive consumer insight and research, is part of our strategy to strengthen Wendy’s as an all-day dining restaurant,” shared Jasper Reid, Director, Wendy’s India.

On the other hand, its competitor, Burger King is also sailing on the same boat, Burger King which entered Indian in November 2014, is planning to start selling chicken fries in Indian market, to grow stronger customer base in the country.

"Around half of our menu in India is vegetarian. We have a big assortment of grilled products as well. The chicken fries will be fried in oil that will have zero trans-fat. The portions are white meat from chicken breasts,” added Rajeev Varman, CEO, Burger King India, who believes that this new addition would them a new customer base in the country.

Feasting on best

The delectable new menu at Wendy’s consists of some delicious snacking options, for those looking for a quick bite. There are classics like the vegetarian Railway Cutlet and Railway Cutlet Wrap. For non-vegetarians, a new addition is a Crispy Chicken, Caesar Salad and brings some amazing frosty shakes.

“We have expanded our menu, with these great new snacking options, that are just perfect for consumers seeking good quality light snacking options and are competitively priced as well.,” added Jasper.

Likewise, the fries at Burger King will be launched in two packs - five pieces for Rs 79 and nine pieces for Rs 139, and will be coated in a light crispy breading, seasoned with savoury spices and herbs, said the company.

"Chicken fries are a new product for India but it is not new to the western market. We are not trying to compare or compete with anyone. I don't think that it is a parallel product with KFC either,” added Varman.

Earlier, Carl’s Jr also launched The ‘Green Burger’ which are called ‘low-carb’ or a ‘lettuce-wrapped’ burger will consist of the guest’s choice of any patty with fresh veggies and sauces inside, wrapped by a thick layer of lettuce leaves.

With more new entrants and small tech start-ups, fast food is likely to continue to grow further over the forecast period, according to Euromonitor.

And, with a price range that is affordable to all and is easy to grab, fast food industry will continue to grow in markets like India where majority of populations are young and experimental.

Restaurant Brands New Zealand Limited (“RBD”) has announced it has entered into a conditional agreement to purchase 100% of shares in QSR Pty Limited (“QSR”), an Australian company which owns and operates 42 KFC stores in New South Wales, Australia.

QSR is currently owned by interests associated with the Copulos Group. The transaction is subject to a number of conditions, including approval from the franchisor, Yum! Restaurants International and other conditions which are customary for a transaction of this nature.

RBD expects the transaction to settle by the end of April 2016, although the actual settlement date will depend on when the agreement becomes unconditional.

“The acquisition is an opportunity for Restaurant Brands to gain a scale position in the New South Wales quick service restaurant market, leveraging our strong relationship with Yum! Restaurants International and successful track record owning and operating KFC stores,” shared RBD Chairman Ted van Arkel in a statement.

QSR’s KFC stores are located in urban Sydney and New South Wales regional locations.

QSR has been a KFC franchisee for the past 17 years and is the largest KFC franchise in New South Wales (by number of stores).

“The acquisition comprises of a high quality portfolio of stores located in a number of strategic urban locations in Sydney and the wider New South Wales. We see the acquisition as an opportunity to expand RBD’s geographical footprint of KFC stores in a market with considerable further expansion opportunities,” added RBD Chief Executive Russel Creedy.

After splitting franchise for the business in India how does Pizza Hut growth looks like?

For us the business was always franchising. We had two great partners for 20 years, in North and East we had Devyani International and in South and West we had Dodsal Group. Then, Dodsal was looking at exiting the business so Samara Capital which has established Sapphire Foods had taken over the business at that part. We have been fully franchised in all these years.

As a leading global QSR brand globally. What is unique about Pizza Hut’s franchisee strategy?

Franchise model is a fantastic model where you are able to leverage and partner with local businessmen who have great knowledge of running business, building the business, leading the organisation, building a very strong culture and people, and we are able to provide them the global brand and global learning, so it is a fantastic combination and for Pizza Hut it is getting great around the world and in India. We have partners who have signed up for growth, have partnered to expand rapidly.

How much does franchise model help in growing business in a region?

Franchise model helps a lot, I think around the world most brands operates with franchise model and it is critical for a company/ brand growth to have a franchise model in order to get quick returns.

How have you mastered the art of selecting and retaining the right franchisees?

For us the match has to be at two or three different levels-

1) It is absolutely critical for a franchise partner to have that value system that the brand has. Value system means that the customer is always right, hiring very high level of focus who works in store and we pay high note to customer experience and it should be taken care. We are focused on very high organisation so that people work in a fantastic environment.

2) We work with partners who are always aligned not just with company strategy but also right ways of doing the business and follow the rules of the land.

3) Very well capitalise and willing to put up investment.

How many outlets are there in Pizza Hut system today?

We are fully franchised i.e 400 outlets are franchised. It is 70:30 split between Devyani and Sapphire Foods.

Who is responsible for selecting the locations- it is from your end or the franchisees?

We jointly decide on the location with the franchised partner as franchisees have very strong relation with the real estate builder, developer and have very focused team on grounds. Whereas, we have all analytics and tools to understand which location would serve the brands requirement at that particular point in time.  Hence, franchisees bring in local relations and experience and we master them with analytics and expertise.

What is the target location at present?

We have different format for different locations- Pizza Hut restaurants concept do well in large shopping malls- Select CityWalk, Ambience Mall Gurgaon, GIP and high street locations like Janpath but it has to be high footfall, high traffic and weekend traffic.  However, delivery outlets do well in neighbourhood location which has access to residential places and offices and location markets and commercial centres.

How about entering three Tier-III cities?

We have entered close to 100 cities, including many tier II and III city and the objective is to open outlet in centre of that town.

Which are some of the top selling outlets?

Outlets at GIP, Ambience Mall, Janpath, Select Citywalk are doing great numbers in Delhi-NCR, Powai, Inorbit Mall are building high in Mumbai. And, premium residential and high-end malls are highly beneficial for us at any location.

Tier II largely for us is one store preference. And, one store in right place is doing good- Gaya, Gorakhpur, Udaipur, Jodhpur and Mohali is doing well.

What is your expansion plan?

We are seeing little slow down in retail and the kind of numbers we were expecting in terms of consuming class coming and eating could not be seen. We are trying to make sure to make successful stores and will focus on 1000 stores by 2020. But the focus here is to consolidate and then we will want to take it forward.

Marco Crisanto beganhis journey in Cusco when he joined hospitality industry such as discotheques, restaurants, lounges, etc. he had the opportunity to start his first business with his partner, wife and that’s when the tearooms lounge was born. As he was always interested and enjoyed forming new concepts and ideas, they made a decision to sell the restaurant and concept and moved from Peru to India. 

And, as they were looking for a scenery change his wife being of Indian origin suggested that they take a trip to see what prospects and opportunities would arise after looking at the market here. After visiting a few places they settled on moving to Goa and established that the fast food market could use something like an “On the go” concept. Goa’s fast food market is predominantly based on Indian fast food. And, identifying the gap in the market for a more modern and fresh outlook such as fresh sandwiches, snacks and iced teas, made with fresh and healthy ingredients on a daily basis, On the Go was born. As this store is the first store of the brand. What is the design element incorporated and what is the average store size? We wanted to create a fresh, urban and appealing design to the store that also went with attributes of the products we served. The store was designed in a way so that customers could come in and immediately look at their choices, order take-away or just sit down and relish it at our store. We also have a display of knick knacks, posters and other fun artifacts that suits the brand we are trying to create. The average store size is 32m square in the form of an L – shape What are the challenges with growing your business in city like Goa? I think the biggest challenge so far has been in trying to get local clientele here to understand the concept. While it is very popular and familiar to foreigners, people here get very surprised with our concept It has taken some time, but the quality, freshness and affordability of our products have successfully helped us in building our local customers. Can you tell us more about your business operations from the standpoint of Loyalty Program, technology hardware & software), raw material sourcing and talent recruitment & training? We offer our customers Free Loyalty Cards that enables them to have their cards stamped and get their 10th sandwich free of cost. Our staff here is well trained and friendly, able to cater to our diversity of customers. As you are serving the freshest concept, how is the response so far?

We’ve had a great response from our clientele so far. Clients are impressed at the standard, quality and value for money our products offer but most of all the great flavor and satisfaction they get from visiting On the Go. People get very surprised to find this kind of concept in Goa, especially foreigner’s as it’s a concept that’s familiar to them. As for our well travelled domestic clients, they’re always suggesting and recommending to us that we should setup a place like ours in their cities and tell us of how popular it would be if we were to do so.

Do you have a growth targets for the next few years and can you reveal any strategy for how you intend to achieve this?

We do have plans in the pipeline, however we are not able to disclose any information as of yet. Our prime objective at present is to get maximum brand recognition in order to implement our future growth targets and have “On the Go” brand established across India

Founded in Pretoria, South Africa in 1993, Barcelos has grown exponentially which led it to start franchising in 1998. It has been expanding continuously and enjoys its presence in 17 countries with 120 outlets.  

How successful you have been in growing India?

We are very happy with the success and results in India. We have opened our first outlet 10 months ago, now this is our second outlet we are opening.  At the present, we are hoping to open four more shops in next 60 days.

As you were looking for franchisees to expand your business in India, is this the franchisee outlet? What are the qualities do you see in your franchise partner?

For the time being, we are looking for more on corporate stores than franchise outlet ;however franchising is very high on our gowth Agenda for this year. The qualities which we look for is the dedication and hard work. It is not about the money but somebody who would contribute in the growing of the brand, looking for the shop and working on the parameters of the brand structures. Not just the investment in the shop but active partner in the business.

You have experimented with different colours of burgers. Would you have a standard or variable menu across stores?

Footfall has definitely increased with our coloured burgers, but it is  really not for one product, we have many other products also. Our, sales are good and quiet popular among the youngsters.

Everywhere in India we will be having the same menu and standardisation. The menu will be identical in all the stores in India. But at the same time, in India the menu is little bit different from the rest of the world as we have vegetarian dishes to cater the urban population with varieties of Cocktails from Protogues.

What is your expansion plans? Are you working on any new concept or model to expand yourbusiness?

We are planning 40 outlets in next five years and that too in 12 biggest cities in India. We are working on couple of new food products but the model and the menu will be same. We have kept limited addition and want the customers to enjoy that only.

Started by Sagar Daryani and Binod Homagai in 2008, Wow! Momo is known for its unique and specialised momos. Started with a mere investment of Rs 30,000, the brand has grown rapidly, becoming the country's largest momo chain with good turnovers and new innovations. Currently operating 61 stores across Chennai, Pune, Bengaluru, Kochi, Delhi, NCR, Coimbatore and Digha, the group is targeting to open  100 stores in next two years.

What all is included in your product line?

Our menu comprises of mainly momos and thupka. We serve 11 different flavours of momos available in steamed, fried, pan-fried, sizzler and baked variants in Chicken, Vegetable, Fish, Mushroom momo, Paneer, Prawn, Corn Spring Onion and even Chocolate and momo burger.

How do you do the pricing of Momos?

Our ranges start from Rs. 70-150 and even our ABC is Rs.100 as we value the money. 

There are so many unorganised momo chains in India. How much competition do you face from them?

Yes, there are many momo chains and unorganised players and no organised player like us. So, we are way ahead; now many more companies are coming up with their  momo businesses. What we think is that increase in  competition will  make things more challenging.

According to you, what are the global trends coming in 2016?

Earlier, there was only MC Donald’s and KFC but now Carl’s Junior and other global chains are entering Indian market, giving a way to the global brands. Lots of finger food will be coming up and also international food. Even now, eating out has become a fashion. People want quick food as everyone has a busy lifestyle. So, this the correct time for the huge open market QSR to flourish.

Where do you stand  in terms of revenue?

This year our turnover was Rs 40 crore which is growing gradually. 

What are  your expansion plans?

We are planning to open 100 stores by March 2017. Presently, we have seven in Delhi, 33 in Kolkata. We want to be the best in what we do with presence  in 5-6 different cities.  We are looking at IPO from 7 years and  want to target the Indian market, as its expanding rapidly.

What inspired you to open a restaurant of yours? What all is included in your menu?

I’ve always been around food right from childhood until now. My inspiration has been my mother Nalini Arambhan who had a coastal restaurant back during those days. The idea of seeing a smile on one’s face with their first meal and the satisfaction on their face after their meal is something that makes me feel complete and all my effort worthwhile.

We serve casual comfort food with generous portions, just like how it would be when you’re eating at home. Our food is pure indulgence where you’d want to get messy and not be worried about how you’re eating and who's looking. Our food is ideal for everyone, whether it's date night, a celebration or even a breakup.

What are the design elements you have kept in mind while designing the restaurant?

Our design and décor reflects the child in each one of us. Right from our SMEG refrigerator that works as a crockery unit, to our London telephone exit door to our food pick up counter with Mangalore tiles and sparrows on it to our life size kitchen set.

Which section of the market do you love to focus on? Who are your target customers?

When I first started off with MeSoHappi I thought it would attract youngsters. But to my pleasant surprise we had many families and elderly people coming in which according to me is the best as that is what I wanted- a casual fun dining place for everyone.  

Our target customers are families, children, senior citizens, young individuals and working professionals.

How friendly is your restaurant with social media?

I believe that in this age social media lends a voice to your brand. It enables you to have a real time conversation with your target customers and address them personally. It is very important to have a presence on social media with the increasing competition in the restaurant business as you need a platform to talk to your customers directly and tell them what is different in your restaurant.

What is your expansion plan?

We have opened a MeSoHappi QSR this year at Carter Road, which serves our signature dishes with a small dine in space as well as takeaway delivery. We are going to open our next outlet as a dining in restaurant in BKC by next month which will also have a special bar. Our aim is to open 200 restaurants in next two years.

Goli VadaPav, was one of the first franchisee brand in the Indian market, which started its journey way back in 2003 from a single outlet in Nagpur. Started by a corporate professional, the company was initially funded by his friend and family. And, today, the brand operates more than350 stores in around 88 cities and 19 states in India, with two rounds of funding already in its bouquet.

How the journey of Goli Vadapav got started?

It was during 1995-96 that I was thinking of doing something of my. Having worked with the MNCs, I have seen that the daily consumption of these foods was very high and the QSR was more of a concern that time. And, hence I got into this business by starting first Goli Vadapav outlet in 2003 and from a corporate sector I entered into restaurant industry.

Why Vadapav as the offering?

Vada Pav is very famous in Mumbai and Pune. It is a fast, mobile food and people like it very much. We developed the technology, wherein we are focusing on delivering the best quality vadapav to the customers.

Who do you see as your major competitors today, is it the local vendors or players like JumboKing?

I do not see any player as a competitor; rather, believe that it’s a good opportunity that many brands are spreading the awareness about vadapav. And, my competition comes from the local ethnic products not from vada pao players.

As you have a wide franchisee presence. Which is the top franchisee according to you?

Our key business is from franchise. We have an average footfall of 40,000-80,000 people at our outlets. However, all our outlets are doing well in terms of giving the numbers.

And some of the top selling franchisees are Maharashtra, Karnataka and north every store.

What is Goli’s online presence?

Online is an evolution. And, we are basically offline store. It will take time in online like 20-25 per cent revenue can come from online. We recently tied up with delivery and app service providers to focus on the delivery business starting with Bengaluru which will move to Pune, Gurgaon, Mumbai etc.

What is your expansion plans in taking the number count forward?

We are coming up in North and East as we have completed in South- Karnataka, Maharashtra. In next two years time we are targeting around 700 stores in north India alone.

How do you make sure that the franchisees do not compromise on the quality of food?

We buy each and every things, make vada for them and also do bulk marketing for them. Their involvement should match our support system and that’s how we give our franchisee.

How about taking a global entry?

At this point of time our focus is India, but very soon, we may enter the UK and Dubai market.

NYC.PIE is a registered and trademarked brand owned by Double AA Restaurants Pvt. Ltd., a New Delhi based company. Raj who has over 30 years of experience working with the hospitality industry was personally getting sick and tired of eating pizzas from the brands in India. A one inch thick ‘maida’ crust with low quality ingredients was not his idea of a good pizza. But one didn’t have much of a choice. It was either this or getting into the car, fight traffic and head to a restaurant or a hotel for a decent pizza. Not great, but decent. Being a hotelier with a Food & Beverage background, he decided to open a pizzeria offering the real deal. And that’s how NYC.PIE was born. Targeting at revenue of 30 lakhs a month, Rao is looking for potential franchisee to grow and expand his business in Delhi and neighbouring cities. Here are the excerpts from the interview:

You were having a successful career with some of the top hotels globally. How and when did you plan to open a restaurant of yours own?

I always wanted to own a restaurant of my own and be an entrepreneur. It was two years back when I together with my partner, Deepak Datwani came with the idea of Fat Lulu restaurant serving pizza similar to the New York taste.  And then I parted my ways from Fat Lulu starting my own restaurant NYC.PIE serving authentic New York styled pizza where nothing has been Indianised.

How is the response so far? What is the average footfall?

Response has been good in the last one and half year, we are running two outlets now in Bani Park Gurgaon and Defence Colony market, Delhi. People are appreciating our product as people are bored with the regular Domino's pizza and pizza Hut etc.  Today they want something authentic and different kind of Pizza which gives them value for money.

Do you see any competition from the local market?

I believe competition is good for any business. It helps to create things. And, we are doing different kind of pizza. We are also upgrading our menu, next month we are coming up with 4 new pasta and 8 pizzas. Every three months we do menu sales summary based on the customer review.

What is your expansion plans?

We are planning to open over 50 outlets all over the country, and by 2016-17 we are also planning four franchised outlet.

How friendly are you with Franchise model of the business? 

We have our second restaurant in partnership with the franchisee partner, Seven World Foods who are running the Defence Colony outlet. We believe franchising is the best mode to expand your business as there is an advantage of not putting in your capital in the expansion of the business. We are in talking terms with several franchisees and have shortlisted locations like GK2, Hauz Khas Village to open our outlets.

What are the support that you’ll give to your franchisee partners so as to keep the food authentic?

We will train the top management for two months, approve all the raw materials, hire the chefs and focus on delivering the best quality food.

What are the pricing range of your pizza and pastas?

Our price is 15 per cent higher than Domino's as we don’t use cheap quality products in our menu. We use good quality products as our customers are willing to try authentic food, since they are well traveled and willing to experiment.

How is the food and beverage scene in India changing?

In the past seven years, there is a huge rise in the restaurant openings and food hubs like Cyber Hub which which earlier didn't exist. This has led to the decline of Hotel food beverage scene but free selling restaurants are increasing like The Wine Company, Soda Bottle Openerwala.

Are you working on any new concept or model to expand your business?

We have couple of ideas but at first we want to scale the brand and take it forward. We have two concepts, one is small inventory model and the other one is full restaurant model.

Burger Singh was started by Kabir Jeet Singh and two of his childhood friends to serve India made burger which was missing in the country. In a short span of time, the burger outlet has received Best Burgers award by Zomato in Gurgaon expanding to over four outlets in less than one year.

How did the idea of starting an Indian burger chain popped up?

I used to work at a burger shop in UK when I was studying there and that’s when I started experimenting with burger cuisine and spices used in it. I came back to India in December 2011, and joined Pint Room looking after their operation, expansion across the country. I kept experimenting with the recipes around burgers which were very successful between my friends and family. Then in Nov 2014 we launched this brand as a pilot project in Golf Course road. We started with one outlet and that was successful and now we expanded to four outlets in Gurgaon.

What made you name the burger chain as ‘Burger Singh’?

Burger Singh name came with two reasons one the product and second my name. It is an Indian brand with more of a Punjabi taste and so it is called Burger Singh.

Can we see something familiar with global burger chain ‘Burger King’ at your stores?

Our brand is very different, logo is different and there is no similarity with burger king at all. As far as competition is concerned we are too small to compete with the brands like Burger King. 

What was the initial investment done to start Burger Singh?

We started off with the initial investment of 1 crore between me and my family.

What is the responsibility look like between three of you?

I manage the business as the chief executive officer, Nitin Rana takes care of operation and expansion and Rahul Seth looks after the marketing, PR, recruitment and every other things related to the brand.

Where can we see the recently raised Rs 2.2 crore being used?

This small funding is been used just to expand in Delhi NCR and built a new team. Presently, we have 40 employees in team which we are planning to double over the few years.

Which are the places where we can see Burger singh setting its outlet?

We want to go to places where India lives, hence we are targeting West Delhi, Noida in the first phase and later we might enter South and Central Delhi.

What made you tweak the global burgers giving it an Indianised avatar?

We are not reinventing anything, burger is a stable product. We found that all the burgers in India are predominated by International burger chains. They are selling the burgers to Indians but are not according to our taste our palate. And that’s where we played hard; we worked with recipes from different regions, we brought chefs from various parts of India who can help us with recipes like Punjabi recopies and Bihari recipes.

What are the different types of burgers on your menu? How is the pricing done?

We have got many types of burger like Paneer burger, Chinese favour burger, Rajma burger, Kala Chana burger etc on our menu. The burger generally starts from Rs 80 and goes up to Rs 250.

Where does you stand today in terms of revenue? What is your target for the next fiscal?

We can’t share the current revenue as it is something which is very confidential. However, we are expecting revenue of 8-10 crore by next financial year.

It was also in news that you may raise another round of funding. When can we see the next round happening?

Yes, we are in talks with different institutional investors and we may raise about $3 million in next 8-9 months (June-July) to expand our restaurant in entire North India and open about 6-7 outlets in next six months. And open around 75 outlets by 2019.

You have both brick and mortar presence and online delivery options. Which is most revenue generating and gets more traffic?

We don’t have two separate models, customer has a choice to call or come to the outlets to place the order. So, we are not an online company. We want to open multiple outlets at small locations and adapt the model Domino’s is working upon.  We have midnight delivery options as well wherein we receives over 30-70 orders on weekdays which goes up to 70-75 on weekends.

Over the last few years, Maroosh has grown from a single outlet to a brand running 21 outlets in Mumbai and Pune alone. The chain, with a 350 sq ft food court and high street model, sells approximately 12-14 lakh business monthly, which is way ahead of the 2,400-2,500 sq ft outlet global chains like McDonald’s or Domino’s. You are known for giving Mumbai a night life in terms of food. What made you exit from the alcohol business focusing into the restaurant part only?

We started in 1997-1999, and at that time, the vacuum was there for night clubs. There were only pubs in the city, and nobody actually tried to open night clubs. So we wanted to fill that vacuum by starting the night club life and we saw opportunity there.

From night club we moved into restaurant space in 2004 because we heard from the industry that it is the food that is going to grow and not the alcohol space. Also, with alcohol there comes a lot of headache. So we very cautiously diverted ourselves from alcohol business to food business and now we have the Lebanese QSR chain, Maroosh, which we started in 2001 with one outlet which has grown to 21 now in Pune and Mumbai.

What is your expansion plan?

Last year we got funded from Ronnie Screwalla and we raised approximately at a valuation of 45 crores. Last year we raised 16 crore and this year again we raised 10 crore which is partly with the new investors called TCVF and Ronnie investing into B series. So we raised 1.5 million, out of which, 1 million was from TCVF and the rest from Ronnie.

I have heard that Ronnie is at 43 per cent stake with you? After the fresh round of funding where do you stand today?

Ronnie was at 43 per cent stake last year and I was at 57 per cent before we got the other investors on board. Now I am at 54 per cent, TCVF at 7 per cent and Ronnie at 39 per cent.

Tell us something about your expansion plan for Maroosh?

With this round of funding we are planning to keep our backend in proportion. We are also partnering with companies like Cremica and Vista who will help us in pan-India delivery. So, we are planning to take the number count to 32 by March adding 10-11 outlets of Maroosh. Four outlets are already in the pipeline which we will open in next 30 days between Mumbai and Pune. We do not want to do the mistake of entering other cities with just one outlet. But we really want to give our heart and soul to each city marketing right into that city, stabilising the first few stores and then moving to other cities with a full plan. And in the next financial year we are looking for another 40-45 outlets which will take the count to 75 outlets. We are targeting cities like Bengaluru and Goa and we are entering Sri Lanka in the next phase.

What are the numbers of outlet that you are targeting for Sri Lankan market?

For Sri Lankan market, we are looking at 4-5 outlets for 2016-17 because it is not that large a market. The idea to get into the Sri Lankan market was that we were approached by lots of regional franchisees. We can enter into a partnership model as well but for Maroosh as a brand, a particular outlet needs an investment of 25 lakh.

What is your revenue from a single outlet?

On an average, we have revenue of 12-14 lakh per outlet but there are outlets which are doing 19-20 lakh per month.  And as of now, we are around 24 crores with 21 outlets and by March we are projected to grow at 28 crores with 32 outlets.

What is your unique marketing strategy?

Product is the key to any restaurant business. I can put thousands of bucks in marketing but if the product is not right, nobody would come to you. So, to make your customer visit you again and again, try and focus on your product.

How and when did you decide to open a restaurant of yours? How was the investment managed?

We moved to Delhi from Goa after selling The Republic of Noodles to The Lemon Tree Resorts in 2010 and decided to open a Pizzeria, inspired from our travel to NYC that summer, specifically to Brooklyn and the family run pizzerias there, that have elevated pizza making to an art.

All the partners dipped into their savings to open the first couple of stores at Arjun Marg and Galleria Gurgaon.

What are the challenges faced to manage a restaurant?

A lot of infrastructure related issues especially the electricity, backup, the environment; the Internet etc is a major concern. The other challenges are related to training and performance and quality and consistency of supply and product.

Fat Lulu is known for Pizza or mainly Italian dishes. What inspired you to introduce something like this? Who do you see as your competitor in the market?

We used to have a regular poker game every Friday and invariably someone would order pizza, but we were never quite happy with the quality of the large delivery chains and craved the thin crust wood fired pizzas we had tried on our travels, and hence, decided to open the pizzeria.

There are a lot of exciting new players and anyone doing good quality product is our competition, but to name a couple, it would be Amici Café, Anna Perenna and NYC Pie.

What is your view on the FSSAI law? How much do you agree with the law?

The law caused a lot of supply disruptions and increased prices, we personally feel it’s a bit unnecessary, as in some cases, it’s not practical to list all the ingredients, the main ones should suffice and also the order sizes might not be large enough for the manufacturers to specify the “India Clause”, although well intended, a more practical implementation is required.

How do you decide on pricing keeping your target customers in the mind?

We do work back on our costs and a lot of the costs are not just with the food but the cost of infrastructure and staffing etc, and at the same time, we have to keep an eye on what’s on offer in the market and the value perception for our customer.

What is your view regarding the transformation in the taste of customers in India?

As people travel more and the markets open up, the aspirations and the taste of the customers definitely has undergone a transformation, now people are willing to pay for and appreciate quality products and expect a high standard of consistency and quality of the food. The willingness to experiment with different cuisines and ingredients and a high level of awareness with regards to any new foods or products e.g. Kale, Quinoa is there with the customers. It’s exciting to be able to introduce new ingredients and have customers understand and appreciate them.

What is your marketing approach to survive in this market? How do you see social media as a marketing medium?

We have always kept away from an aggressive marketing plan and have relied on listings and local area flyer drops especially for the delivery market and word of mouth and participating in events and festivals for awareness. Social media is very useful to get the message out real quick and also in receiving feedback from customers.

What are your expansion plans? Are you also planning to take franchisee route?

We are keen to grow on our own and all the outlets so far have been self funded and managed. We would like to retain control over the quality and experience and would rather grow at our own pace than rush into an expansion. For us, Franchise would happen only if the Franchisee is willing to buy into our vision and is on the same wavelength with regards to providing customers a unique experience.

Tell us something about your brand Mad Mex. What are the number of outlets you are currently operating and your plans for expansion?

We are currently operating 52 restaurants in Australia and also planning to open 10 more outlets in the next 12 months. We have a master franchise operating in New Zealand with seven restaurants and are planning to open three more restaurants in the next 12 months.

We are also planning to enter the Indian market as well and through our analysis we found our product is most suitable for India. Our current customers include many Indian citizens living in Australia and the feedback we get from them is very positive. So, this is probably the driver and with the customer demand and product quality, our product is much suitable in this market.

You are operating under the fast casual segment. How do you think that this segment will take over the QSR customers?

The traditional QSR arrived in India in the last decade in the form of KFC, McDonald’s and Starbucks with reasonably good success.  I don’t think it’s been easy, but it is now developed. What we have seen in Australia as well as outside Australia, there is a desire for better quality food and with more of a restaurant experience at reasonable price point. In many cases, food offered is of higher quality so it is trustworthy with no added artificial ingredients or flavours. It is a clean, real and healthy food concept. And I believe that there are more opportunities for fast casual restaurants with restaurant experience and at reasonable price points.

When can we see Mad Mex entering the Indian market?

It will approximately take 12 months for us to set up and launch the brand in the Indian market. We have considerable interest from our Australian franchise partners who are keen to bring the brand from Australia to India.

Are you in talk with the investors to open the restaurants in India?

Yes, we are in talks with some and moreover we want to attract the local investors also through conferences and meetings. We have done well in Australian market which is one of the biggest food economies of the world with presence across all the major shopping centres. So, I think we have the respect and creditability to speak with the highest levels of investors and operators in India.

Who do you see as your target customers in the Indian market?

We will definitely target the younger generations who are mainly the early adopters. We will definitely work on the price points, roughly speaking, 300 rupees for main course and drinks while 500 rupees for a meal per person. So any person, who can afford that, falls in the category of our targeted customers.

What is the unique marketing strategy that you adopt at Mad Mex?

We offer uncompromising commitment to quality and freshness. We get specific spice and chillies from Mexico to offer true Mexican product which is loud and series with very high quality ingredients. Our goal is to produce the world’s best burritos as it is our signature dish.

What number of restaurants you are looking for the Indian market?

In our 5-year plan, we are looking at 50 restaurants in Indian market, but as the Indian economy grows, the count may get doubled and it can also reach to 250. In the first instance, we are looking to enter 4-5 markets with 10 restaurants in each market.

What are the markets that you are targeting at?

We are mainly targeting the big and metropolitan cities of India including Delhi, Mumbai, Hyderabad, Bengaluru and Kolkata with people having high disposable income and leisure.

Are you looking for a joint venture or a master franchise opportunity for your brand in India?

We are certainly open for all the opportunities and we are looking for the right partner who is able to help us to deliver Mad Mex brand and realise its potential. It is a great opportunity in India. If we find a partner who believes that master franchise is the right model then we are certainly happy with that.

What are the criteria that you are looking for in a partner?

Ideally, we are looking for someone having experience with hospitality and retail, somebody who has the capability to open more number of stores. We are open to the national master franchise and also the divisional master franchise.   

You have launched restaurants in different categories. Which according to you is the most revenue generated model and why?

The food and beverage industry is one of the most exciting and challenging sectors to be as the overheads and government taxation changes every year with the introduction of the budget. The QSR segment, which was earlier known as fast casual sector (Loco Chino) is our most profitable venture keeping in mind the quick turnover, economies of scales and less overheads with the increasing outlets.

On an average, every outlet caters to about 250-300 orders a day wherein an average spend per consumer is about Rs250- Rs300. It generates good volumes and thus provides efficiency in the area of economies of scale.

We see that these days, investors are keen on investing in casual dining chain. What is your opinion?

According to an independent survey, the fast casual dining segment is seeing an annual growth rate of 21 per cent, which constitutes to about 42 per cent of India’s 75,000 crore restaurant industry. The change in demographics with working families who have at an average two meals out on a given week has seen this industry grow at a booming rate and it will only grow on from here. Mobile application and Internet-based ordering has only helped boost the takeaway model for such outlets and thus increased the volumes of business.

What are the essentials that you incorporate in all your restaurants to serve authentic foods?

We solely believe in serving the highest quality of food at the most affordable prices. Around 75 per cent of our ingredients are imported to maintain the authentic taste buds. We also believe in serving fresh and healthy food and thus we are very stringent on our standards. We use no artificial colour or preservatives and also use no MSG (monosodium glutamate) in any of our ingredients. We have also set up an in-house Research and Development Team to cater to the new trend of progressive molecular gastronomy.

How important is design in a restaurant business? How have you incorporated design in all your restaurants contrasting it with the cuisine?

The most critical and vital key in this sector is to be clear on your concept and to get it right. Once we build the concept of the restaurant, the look, feel and the vibe caters to delivering it out in a clean and fresh environment. For example, with Loco Chino, a revolutionary concept serving the best of a Live Tex-Mex station and Chinese, we have used bamboo dim sum boxes as lights and our walls are painted with lively Mexican Characters and Sombreros are worn by our service team. With Asado, being Mumbai’s only Latin American Restaurant, we have transformed the place into a street in Argentina, with three dimensional paintings giving you the vibe of Casa Batlio (street in Buenos Aires) in Argentina. The sky has been painted with clouds, we have birds perched on the lights and the street lamp posts all around to give you the cosy ambience of a lively street and coupled with great Latin music specially curated for the place.

What is the supply chain process at your restaurants?

We believe in centralising our supply chain systems and believe in leveraging with the local vendors. Around 75 per cent of the ingredients are imported from quality suppliers and vendors throughout the world through a systematic supply chain network created in-house. Even with local vendors, we have yearly contracts with approved FSSAI vendors to maintain the quality and to counter any price fluctuations that may appear for a period of 12 months. Centralised ordering, quality checks and then the dispatch to outlets help us maintain the consistent quality in all our products. Centralised ‎inventory along with par stock for all perishable and non-perishable items has helped us in the successful execution of our supply chain systems.
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What is the marketing strategy you incorporate to promote your brand?

Customer is king and customer satisfaction is very imperative. Building a customer database is the biggest asset for us. After successfully building a great customer database coupled with some critical information such as birthdays and anniversaries, we make every customer special and a part of our ever- growing family. Coupled with technology and the growing social media, customer rewards is the most important key to have, not only to repeat and satisfy consumers, but also to keep building the database. We are soon launching a ground breaking loyalty programme where the consumer can garner points on any of the outlets and this can be redeemed at any of our outlets.

What was the initial investment that you made? Are you looking for external accruals?

Balu Hospitality is a self-funded hospitality company. We believe in adding value to every restaurant we launch. We believe in complete growth of not only our external stakeholders, but also the most vital internal stakeholders which will drive us forward and a complete all round development of our large Balu family together.

What is your expansion plan?

We are very aggressive with expansion in all our formats. We look at having about 50 Loco Chino outlets by the end of 2017 which will not only include the metros but also Tier-1 and Tier-2 cities.

We have placed considerable attention to keep the model scalable and at the same time increasing our customer database day in and day out with expansion across geographic territories. Mumbai, Delhi and Bengaluru will be lined up this year followed by the other metros and cities in the next year.

We shall expand all our formats in the Indian Metros. This is just a stepping stone and yet we have miles to go before we can compete with some of the leading F&B Companies in the country.

Tell us about your brand’s journey till today and milestone you have achieved so far?

Our journey has been very dynamic in a very short span of time. We started in August 2014 and currently have two operational stores and six stores in the pipeline. A milestone we have achieved is our ability to execute stores efficiently as per Forever Yogurt's brand standards. And, I think this execution capability will be a key differentiator amongst QSR brands as the market becomes conducive to scale up.

How many stores you run currently and how many you are going to start in near future?

We have two company owned stores operational, including one at Quest Mall at Kolkata. We also have six stores in various stages of development.

What kind of consumption pattern you observe in your region? What kind of products is more popular amongst consumers?

Forever Yogurt is a very innovative and dynamic brand. We introduce at least a new flavour/product every month to better serve the needs of our customers. Our Caramel cupcake Frozen Yogurt has been an instant hit. In fact, it was introduced as a limited time offer but we have decided to extend the tenure of the product keeping the customer demand in mind.

We also see a marked trend in people replacing meals with healthy food options.

What are your preferred real estate choices when it comes to running retail business in East India? Do malls earn greater revenue per square feet or it is the high street outlets that give you good return?

There is no set formula. We think that every location has its own individual characteristics. At Polo Foods we have developed our own proprietary location evaluation tools and use the same, which helps us identify the right locations. Currently we are developing outlets in North, Central and East India.

Share your personal views on any particular High street or Mall that gives good per square feet revenue earned in any of the mentioned format recently.

Locations that meet certain specific criteria are conducive and let you achieve higher realisation per square feet. For instance our very own POLO MAX Food Courts at Allahabad and Jabalpur Railway Station match those criteria, high footfall, good visibility, comfortable seating and a complimentary product mix. 

What kind of growth opportunity you see in your area of operation? How has been the response so far to your brand?

We have the rights to South Asia for Forever Yogurt which includes the countries India, Sri Lanka, Bangladesh, Myanmar, Bhutan and Nepal. We are overwhelmed with the response to Forever Yogurt since it is the first authentic frozen yogurt brand in South Asia.

Customers have appreciated our signature city specific murals and chic industrial looking store design. We have also received strong appreciation for our entire range of frozen yogurt especially Madagascar Vanilla and Very Strawberry flavour, Chocolate waffle and Mashmellow Hot Chocolate.  

What is your biggest achievement so far?

We are obsessively focussed on making our customers happy by providing delightfully delicious, nutritious and hygienic frozen yogurt. The gushing reviews on our popular facebook page - facebook.com/fyindia are testament to this.

What are your future plans in terms of expansion and expanding product portfolio?

Polo Foods QSR aims to be one of the largest QSR players in India with a focus on outlet wise profitability rather than mere 'dots on the map' expansion.

We think that the growing population of double income families and working professionals in our country is perfectly suited to provide an environment of rapid growth for a brand like ours, which inspires customers with unique, never seen before items like our dreamy hot chocolate marshmallow. From a potential franchisees perspective the brand involves low labour cost due to our self serve format and allows the franchisees to accelerate the rate of return on investment. This will be a key enabling factor in our quick growth since majority of all Forever Yogurt outlets are franchise operated.

Do you have any plan to launch an IPO soon?

We are constantly evaluating ways to fund our long term capital needs though we have no current plans of launching an IPO.

We see a good number of restro-bar being launched in the last two years. What has brought this trend in the Indian F&B industry?

The rise in income, especially in the middle class bracket, has initiated this trend. Moreover, India as an economy has become stronger and individual standards of living have improved over the past few years. Our culture is evolving; it is no longer frowned upon for women to go out drinking. We see tons of ladies coming for dinners and enjoying their sangrias and cocktails. Increase in the number of corporates has increased our customer base as they would rather go out than spend time cooking at home.

Both of you are management graduates, what encouraged you to start this venture?

We discussed this over a few drinks, when we were in University together. After that, we boarded a train that people of our age dream to do so, but usually abort it in the middle. We, however, decided to ride it till the end. Having a management background gives you a good basic perspective to enter any industry and we figured it’s better to learn and get experience in something we are passionate about. Also, the great support from our parents gave us the confidence to follow this dream.

What kind of tie-up and revenue sharing arrangement you have among yourselves as partners?

We both are equal partners. Sonthalia is more task-oriented in nature and handles back end operations and is the early one to come to work, while I am in touch with the creative aspect of the place in charge of ensuring that guests have the best experience possible.

What made you to start a resto-bar serving Euro-American Gastronomy? How do you ensure quality?

We never intended to specifically have Euro-American gastronomy; we just drafted a menu of the dishes that our head chef made best. In fact, you can find some amazing Euro-Indian fusion dishes on our menu too. As far as quality control goes, we look for constant feedback from regulars and friends. We both are always at the venue since our office is in the same building. Most of our meals come down from the kitchen, so as soon as we feel a shift in consistency, we take strict action.

You are currently present in Mumbai, do you plan to enter other cities as well?

Of course! It has been a long journey for us to make a good name in a highly competitive market. I think now it’s time for us to take this brand further to emerging markets like Pune and Calcutta.

What is the investment so far? Who funded the same?

Investment is partly financed by family and partly by the bank.

How is your marketing strategy different from others in the race?

We are trying to provide an overall holistic experience that starts from dinning to people dancing the night away. We have noticed most people with similar outlets are chasing short term profits and curating nights on a one off basis, but we on the other hand, are more focused on creating long term like our Frisco Friday and Big Sunday Chill.

What made you enter into food business inspite of having a successful real estate business?

Food is my passion. Experimenting with new flavours and trying different cuisines was something that always managed to capture my interest. Even though I had a strong inclination towards real estate, I knew that food industry is the ultimate destination for me.

What business plan you made before starting a restaurant? How is it different from the real estate facility?

Real estate involves a lot of numbers and legalities. All a restaurant requires is the right combination of flavours and an acute knowledge of customer preferences. They both are very different fields, with the only common thing being that both need a lot of planning and right research.

What did you keep in mind while designing the menu for your restaurant?

Definitely the customer! I try to make the flavours as exciting and internationalised as possible because I feel that now the Indian market wants to try something new, something different.

What is your expansion plan?

I definitely want to take Torrp-It-Up pan India and open as many outlets as possible.

Tier-II and tier-III cities are much experimental in tasting a new food. What is your plan in expanding your reach to these cities?

After Mumbai, I want to step into tier –II cities like Pune, Chandigarh, Jaipur, Hyderabad etc. Thereafter, I will look at other metro cities like Delhi, Bangalore, etc.

How do you ensure the healthiness of food at your restaurant?

We make sure that we use the freshest of ingredients and keep the calorie count minimum whilst designing the recipes.

According to you, which location is best to place your brand- high street or malls?

High-street

We see a lot of foreign chains entering in Indian market. Do you think that you will be able to meet the same parameters as the global chains do?

Global chains are in a completely different league. With their power and outreach, people invest a certain amount of ‘trust’ in that particular brand. We started our brand not a very long time ago, but we are positive that with our unique menu and quality of food, we will definitely reach that level very soon.

Indian frozen food market is Rs 1,500 crore. What is your share in the market?

Presently, we are a very small player in the frozen food segment, but we are looking to attain 10 per cent share within next 2-3 years time.

Do you think that the QSR and the frozen food market are targeting the same customers?

The frozen food segment targets people falling between 15-60 age group and the QSR focuses on the young adult or the fast moving generations who like easy to grab foods.

What is the supply chain process at Tyson?

We have two manufacturing sectors – one is at Taluja (Maharashtra) and another is in Bangalore. We ship products across the country and we have made our presence in around 68 cities across India.

What is the cold chain process at your plant?

The biggest challenge in India is the cold chain infrastructure. Our company with the help of our partners have put across a wide network of cold chain infrastructure across the country. We aim to grow to 100 cities in the next 2-3 years time.

 What is your product placing strategy when people are becoming more health conscious?

Any food item that you choose to eat comes with a taste and then texture i.e., the mouth fit comes first and then comes the health. Though the health is in the mind, but the food has to be of taste grade. Tyson food is a US-based company and have got expertise in rearing, weaving the chicken. So we control the parent bird, the feeding programme and the vetenary services and thus the quality is best ensured focusing on the healthiness part of the food. We also follow very strict food safety and cleaning process in plant and in the supply chain.

What is the reason that ready-to-eat market is increasing its growth in the country?

The ready-to-eat market is growing very fast, especially in tier-II and tier-III cities as women’s are getting into jobs and they have lesser time for the kitchen. They need the same experience in a reasonable bracket and thus, ready-to-eat is on demand.

Frozen food is a healthy quotient or a comfort facility. What is your view?

Frozen food is both healthy and a comfort facility. It is a healthy quotient because you have preserved the freshness and nutritive value of the product. But if you look at comfort, then it gives you the convenience to store along with easy option to take out and use.

What made you enter into the food business?

We are three partners in Go Panda and all of us are from the hospitality and alcohol industry background. So, we have seen the nightlife and the food industry very closely. Being a foodie, we thought of starting a restaurant of our own and thus, started working upon setting up an outlet serving authentic Pan-Asian food. I have also worked as a director in a spirit company, where we supply spirits in bulks to companies like Diageo, United Spirits and Radico.

What made you start a Pan-Asian restaurant?

South East Asian cuisine is something that is loved by everyone and we have personally loved this cuisine. Thus, we thought of starting something which is preferred by the consumers and at the same time, it has a personal touch. So, we started serving pan-Asian cuisine at a QSR, with a fine dine standard.

From where did you source the ingredients for making authentic Pan-Asian food?

We get all the products from the local markets in Mumbai. These days, Mumbai sources all the international products and one can find it very easily. Though all our sauces are imported, but gravies like schezwan, jungle curries are made fresh every day.

How has been the response so far?

We are getting amazing response from the locals. People have come to our outlet repeatedly to try out new things. We are also providing delivery options in the area and our deliveries are also growing extensively. I think, it’s a great sign for a new restaurant to witness such an overwhelming response.

How are you marketing your products?

As we are all young entrepreneurs, we are from the tech world of today. Hence, social media is one of the biggest assets of marketing. We are available on Facebook, Instagram, Zomato and we are connecting our consumers through WhatsApp. We are also doing PR and media activities, but I am not in the mainline PR advertising because I believe that word-of mouth is the best tool for advertising, where food works as a marketing tool itself.

What was the initial investment that you made for the restaurant?

It takes about Rs 40-50 lakh to start a restaurant business. Apart from this, external marketing cost and working capital is needed.

What are you doing to keep your customers coming to your outlet?

We believe in directly attending to our customers. So, you will find one of us always listening to our customers and taking to them on what areas to work upon because this is the type of cuisine, where people want to know about what is being served to them.

What is the starting price for a meal at your restaurant? Who are your target audience?

Being a QSR, we are not as cheap as other Chinese restaurants because they charge somewhere between Rs 150 to Rs 175 for a single person. But at our restaurant, it would cost around Rs 22 to Rs 250. This is because we are serving high quality food and we do not use any added flavours.

The daily office goers, paying guests residing in nearby localities, young couples, who actually love eating food and experimenting with food are our target customers. We are not targeting the regular Mc Donald’s or KFC customer. Rather we are targeting people, who do not mind paying Rs 50 extra while eating out.

What is your expansion plan?

We will be a bit slow in opening our next outlet because we want to establish the first outlet. For the next 8-9 months, our focus will be on building a strong foothold and customer base for Go Panda. We will be targeting 15,000 people as our regular customers, who love to eat our food and then, we will plan to open the next outlet.

In an exclusive interaction with Restaurant India, P Sandeep, Co-founder, Hello Curry talks about his continuous effort to make his Indian QSR model a success and also highlights about strategies like ‘30 minutes home delivery’.

What inspired you to venture an Indian QSR when people are rushing towards the western food?

I contradict the above statement which says ‘people are rushing towards the western food’ as the big brands that sell western foods like burgers and pizzas also had to indianise their offerings before establishing themselves here in India. I strongly believe people are rushing towards convenience and value that these QSR chains offer and there is a wide gap in the market in terms of authentic Indian cuisine being served in a quick service format. This is the gap that Hello Curry wants to address with its innovative concept.

Do you think that people will prefer eating out at Hello Curry when Biryani is available at a road side eatery/ kiosk at a lower cost?

Hello Curry strives to create value through quality, value for money and convenience. Hence, we believe that there will be a segment of market that would appreciate our concept and become loyal to the brand. Food service retail market is catered by takeaway joints, fast food chains/QSRs and fine dining restaurants in the same order on the value scale of consumers. While the takeaway points or road side eateries are an affordable, low involvement purchase, the fine dining restaurants are positioned as a high involvement decision to satisfy consumer emotion, celebration, taste cravings etc.

What is the reason behind starting your restaurant from a Tier II city when today most of the brands are targeting the metro cities?

We targeted Hyderabad due to its burgeoning IT industry and the city also had a good convergence of population from different regions and cultures. This will help us to test the concept and refine, adapt and standardise to replicate it in other cities and metros. Moreover, what other best place that one can think of to start an Indian fast food than the city of Biryani.

How has been the consumer response till now?

Right from the first week of operations, the customer base grew exponentially. The customers really appreciate our packaging- where we provide customer to eat Indian food without having to bother for plates and cutlery. This made it easy for customers to opt for Indian food while travelling, lunch in office cubicle, last minute parties and much more and home delivery within 30 minutes.

What is your plan of expansion? Are you planning to enter Delhi-NCR?

We are in the process of making Hello Curry a national brand with pan India presence. Currently we want to undertake phase-wise expansion in other metro cities simultaneously strengthening our backend infrastructure and supply chain. In the next three years we would like to open 100 stores covering major cities including Delhi-NCR.

Western QSR is known for their quick service efficiency. How are you integrating it in Hello Curry to join the fast growing QSR race?

In quick service, the major challenge we face with Indian food is in its main product offering. The preparation itself takes 15 to 20 mins for a typical Indian dish; we had to innovate on processes and technology to develop ways to serve a customer flat in two minutes across the counter or 30 minutes in case of home delivery. After a yearlong continuous research, we were able to develop the right product mix and processes that suits for a quick service operation. Right now, we are building a strong supply chain and establishing key vendor contracts.

What is the major problem according to you that an Indian quick service restaurant faces in India?

As the Indian cuisine is vast and fragmented, standardisation of the product is a major challenge. The key is to have a localised menu with a standardised product.

What all marketing strategies have you adopted to make it a number one Indian QSR brand?

As we are at the early stage of our growth cycle, we are investing heavily on brand building exercises. We will leverage on our fist mover advantage to grow in this category and become market leaders by addressing specific needs of our customers like taste, value for money and convenience.

We started Yo Yo Noodle in 2008. Within Yo Yo group, we have different sectors ranging from tyre recycling, export industry to restaurant industry. We grew throughout the entire UK and within a year took franchise of other countries. Then we got ready to launch in India.

On how Yo Yo Noodle spread

It’s all about setting up an initial pilot operation. A lot of people open the second store and third store and fourth store and by the second year they disappear. The difference that we did was we spend 2-3 years just on the pilot operation by building a strong foundation and a strong system.

Simplifying the system is the key; if you simplify the system so that anybody can run it, it will keep the consistency and there will be less room for errors. So the word is consistency. The other reason is keeping the core values – are we serving the freshest food, are we keeping the hygiene standards from scratch and are we keeping the customer-centric experience. If everything is documented and the training is done properly, we need to regularly monitor. So we do our checks once a month to make sure they are all scoring high.

In terms of sales, if you have a great restaurant – taste and environment – word-of-mouth is the biggest form of marketing. A lot of people spend money on different things – magazines or TV – but word-of-mouth wins hands down.

When we first launched in India, it was very overwhelming and the response was more than I expected. We exhibited at other franchise exhibitions. We got many leads and got a big database of people. The funny thing is in the UK store we found that the number of consumers there were more of Indian population. When I was approached by Anuradha Makhija who said that she wanted to take this to India, I didn’t realize how big the market was in India. When I reached here, I found that Chinese food was very popular in India and there was definitely a need for one in the QSR section.

On why foreign chains do well than Indian chains

The Indian food chains are not able to progress so well as foreign chains because the foreign chains have right systems and they are able to adapt to different markets. A lot of Indian chains, or for that matter a lot chains in China, grow within the country but they do not get out of the country. We have a lot of American companies or UK companies going global. This is all due to systems, the belief and vision of the company because a lot of global trends out there. On the other hand, the mentality in India and China are set out to fill India and China’s markets.

Journey so far

We were actually in the food business and were always involved in a restaurant. But it was while in the food business that I got into charity. We created our orphanage and our school in Kenya with 243 kids. Since these required money, we looked at different ways of making money. It was during the recession period (2007-2008) that we came to realise from the available data that more businesses were struggling but the food business was doing very well. Not all food businesses were doing well; high- and mid-end were struggling a bit. But the low-priced QSRs were booming and all stats were showing that. That is when we thought of making something happen in the QSR venture because we were in the food business for a few years.

On growth and franchise

While you are growing, the important thing is to bring in people onto the team. Running a franchise isn’t easy as there is a lot of work to be do, obviously the branding and marketing. It is not just about opening a store, taking money in and starting franchising, I think it needs to be spent back out especially in the beginning. In other words, you got to be spending all the money back out in the first few years by employing more people and being creative because branding is cheap.

I think any market is very competitive and the key is to be able to adapt to current climate and market change and basically listen to your consumers, i.e. just give them what they want.

The biggest challenge during franchising is the beginning because you have one or two stores and you are trying to sell the franchise concept to other people and they are like ‘why do you want a new one when you already have many’. That is the main challenge. As long as you have a product that is better than what is currently at the market, then you got something to sell. It is all about reaching out to a number of people. So the key is to never give up.

I find the growth is actually bigger in India because right now there are a lot of brands coming up. In addition to it, people are into hygiene and fresh food and they want that level of hygiene.

In a candid chat with Franchise India, Ms. Jatia talks about the Mc Donald’s sustainability issues, its competitors and more importantly its understanding of the pulse of customers.

Phase Achievement

We set up mainly into 3 phases: the starting phase named the local phase, where the main thing was setting the local supply chain, the backward integration with farmers and respect of local cultures (separate kitchen for veg and non- Veg culture) called bifurcation. It was very critical for us to get into the Indian market and these were the pillars why the local phase was successful. The second phase was built phase (1997- 2004).  This phase ensured that we have pure Mc Donald’s product burgers like, Aaloo tikki burger, the Chicken Mcgrill burger thus ensuring the right palate and product for the people. Finally the growth phase started in 2005 when we introduced varieties in menu and the range entered. This was what purely helped us in getting the customers.  We are now getting into the acceleration phase (opening 75-100 restaurants next year).

Applying Menu Tweaks

We have done no menu tweaks.  Aaloo tikki is very popular in Gujarat. We didn’t have to introduce any new sweet burger. We recently introduced McMasala grill as our new veg recipe.

We have the same menu for the whole country. We don’t have different menus for East, West, North and South India. The menu appeals for important targets customers. It may happen that a product sells much in West India and another menu say B sells much on the other region. However the menu is same for the whole nation. We offer pure Mc Donald’s products whether be it Mumbai, Gujarat, Rajasthan or any other part of the country.

We are a long term player. Even when we entered south we didn’t do what you call fighting against the local food. It is about carving our own position in the minds of the customer. That’s the position we want to occupy. We have global products and we try to localise like Aaloo tikki burger which has become a household name. One of the products which are really connected with south customer is spicy McChicken which we introduced in 2010. In order to own any market it is important to understand the customer with the right taste, and if you have this equation right it is easy to start your business anywhere in south, north, east and west.

Competitors

We take eating out as an occasion which we can own. On an average a customer eats 3 times a month. So for us our competitors are the house wives in other words they were converting home occasion into an eating out occasion. So, this very much built the category of quick service restaurant. I think the competition which we faced were not from any of road side vendors, Indian fast food restaurants. It was a much larger space which we were competing against and we were not competing with a single brand.

Staffing

Today we employ 7000 people and we are very proud to employ people. Those who have completed 12^th standard can come and join Mc Donald’s.  And those who are training people we check their life skills like communication skills, cooking skills, etc. These kind of skills are inculcated in Mc Donald’s and we have many tie ups with MBA colleges for our employees so that they can also complete their education even while working for us. This will not only help them in career growth but also in their official growth. I evaluate my success on the team we have built for our company in these years.

Women leadership

At Mc Donald’s, we offer equal and diverse opportunities. No discrimination on sex, religion or socio economic group is done when we hire an employee. We have 35-40 percent of women workforce in India and we give equal and diverse opportunities. Having the right people at the right place in the right job is the motto of Mc Donald’s. We have a very extensive performance development system on individuals’ career and development path.

 Impact of McDonald’s on other chains

During last 16 years Mc Donald’s has pioneered the old revolution into excelling the fast food industry. We were the ones who set up the entire supply chain process. From day 1 we emphasised on Indian taste for the Indian palate which really has worked for us. The New chains which are coming are also copying the menu, the Indianisation of food and following the footprints of Mc Donald’s. So, these are things which I think other restaurants are benefiting from Mc Donald’s.

Sustainability

On a broad perspective, Mc Donald’s is always being responsible for environmental issues like starting the process from farm level to supply chain management and supplier. We really believe in being true to the environment we develop. So we use energy saving technologies as well as waste management processes at our restaurant.

From the beginning, we at McDonald’s India have been a company committed to doing the right thing. Today, our values continue to be the foundation for who we are, what we do, and how we operate.

On the other hand, industrial activities, without proper precautionary measures for environmental protection are known to cause pollution and associated problems. Hence, it is necessary to comply with the regulatory norms for prevention and control of pollution.

McDonald’s India has under taken various initiatives over the years that have been beneficial for the environment as well for the industry at large.

Energy saving Technologies used at McDonalds: Superheat Recovery from HVAC, SHR_WH, VFD for Exhaust, Electronic Ballast for Lighting, Multi Utility Heat Pump with Contacting Device, MU_HPwCD and LED

At the restaurant level, we’re focused globally on three main fronts:  energy efficiency, sustainable packaging and waste management and green restaurant design.

Food inflation

Inflation has been in India since many years and I don’t think this is something we have to take into reality for running any business in our country. So, from the starting if we are completely below the inflation line then the business will become unsustainable. We take the price that is half the rate of the inflation i.e. taking about 2-3 percent price rise year-on-year. We try and see what are the inefficiencies in our business, our supply chain, in our CNL since we don’t want to pass the increases on customer. Even in the tough years of 2008 we had produced extra value meal which is at 25 percent discount. In 2012 we started value added meal because value is the base of any business.

My Journey

My day starts like any other Mumbaikar; it starts at 6-6:30 am. Entire day is calculated with priority for personal time and professional too. And being a woman I need to balance my personal life and work.

I started with Mc Donald’s marketing function in 1997 that time the brand was said to be on build phase. We were trying to build brand when customers liked to eat vada pau and other stuff. As I wanted to learn more about marketing, I shifted to other functions and in 2000 I went to Harvard to get a general management program. After returning I started acquiring other functions and responsibilities like operations, HR, training etc. Slowly from then on I started looking at the strategy and operations part. It was a wonderful journey, both in terms of professional and personal life.

Failure and Accomplishment

First 5 years were very struggling. The brand was being built and the customers were experiencing something new. At restaurant level we were not making money. So it was a tough phase and in that time it was very important to have patience, belief and commitment. I feel these are the things which help a business to develop in a country like India. And there is no shortcut in building any business. Every crisis has a silver lining as well as opportunities that will help you accomplish. When I look back to the last 16 years it looks as an accomplishment. The people who work with me and my team inspire me to do better.

Domino’s Pizza the Global pizza giant is planning to open over 800 restaurants in the next four years.

“India is a key market for Domino’s Pizza and having reached the milestone of 1000 restaurants is a remarkable achievement by the Domino’s team in India,” shared J. Patrick Doyle, President and CEO, Domino’s Pizza.

At a time when the restaurant chain has captured more than 70 per cent of the pizza market, it is building high to grow its presence in India.

“Domino’s Pizza has a vast global presence spanning across over 80 countries and the India operations have emerged as our largest single country operations outside of the US. The growth story of Domino’s India is truly a benchmark for all of us and I wish them all the best for the future,” added Doyle.

Having crossed the milestone of 1000 restaurants, the Jubilant FoodWorks team is focused on further catalysing the expansion process to make Domino’s Pizza the most loved brand in the country.

With the objective of democratizing the pizza experience in the country and growing the pizza market in India, Domino’s Pizza has aggressively strengthened its presence in tier II and tier III cities in the past few years.

The brand has also made strategic investments towards strengthening the supply chain, bolstering the technology infrastructure and creating a network of motivated employees to ensure that consumers get the best quality and the most hygienic products that they love.

In India, orders from smart phones contribute 30% to Domino's digital business and it is among the fast growing streams of revenue for the company since average transaction value from online is significantly higher than those from offline.

Have you ever thought of investing into a restaurant franchise brand that offers low investment and bigger results? Yes, Kiosk models or small outlet formats which offers on the go business to restaurant owners can give you a good return.

Hitting it right

Over the years, kiosk formats are widely accepted by restaurant owners and are gaining ground in the fast evolving restaurant scenario in India. Targeting at locations like Railways, Airports, Bus Stands or Drive Thru, these restaurants can be seen anywhere. Even, the top malls in India are creating a few of these concept restaurants at their food court.

These restaurants are not only giving the brand a good catchment, but also malls are leveraging great footfall.

And, as they require lesser space, hospitals, schools & college campuses are also getting attracted towards the format. According to the report, “Eating Out- A Bite of F&B Food Service in India” conducted by athenainfonomics website, the proliferation of malls and better retail infrastructure has presented an opportunity for players to share costs associated with operations. The number of food courts has increased from 39 in 2007 to 270 in 2010, representing a compound annual growth rate of 27.36%. This number was expected to go up to 1,200 in 2015, showing a compound annual growth rate of 34.76%.

Betting ‘Big’

Though, many restaurants are growing in this segment, big format restaurants are also cutting the size of many outlets to fit in. Brands like Falafel, Maroosh, Wanchai by Kylin, Kathi Rolls are trading on money with the small business V/S big returns.

“We are planning to open around 15 outlets in Mumbai and Bengaluru by 2016 end. Moving forward, we will also enter Hyderabad, Pune and other tier I and II cities. Some of these outlets will be company owned and some will be franchise owned,” shared Dhaval Udeshi, Brand Head, Falafel.

As this model offers bigger growth, it creates a win-win situation for both franchisee and the franchisor.

“On an average, we have revenue of Rs 12-14 lakh per outlet, but there are outlets which are doing Rs 19-20 lakh per month. And as of now, we are around 24 crores with 21 outlets and by March we are projected to grow at 28 crores with 32 outlets,” said Ketan Kadam, CEO, Impresa Hospitality.

Moreover, with low maintenance, easy returns, less manpower and less investment, this model gives restaurant owners a way to grow their business quickly.

Every day is a new day for restaurant business. And, to survive in this market is the biggest challenge restaurants are going through. But, do we really bother what are some essentials that make restaurants shine even in the hard times?  And, yes of course, going by the trend is what keeps industry going. And, as this generation is keen on nightlife with the busy schedules that they go through whole day, resto-bars could be the next big trend hitting industry’s growth.

“The concept is already established, people love to eat out, enjoy performances and live events,” shared, Rishi Aggarwal, Owner of The Flaming Kick.

A marriage of culture

As we are moving with global trends, resto-bars are one such culture which was present only in abroad, but gradually it has come in India in the form of bar/lounge/bistro. Also, looking at the growing population and their increasing incomes, restaurateurs decided to come up with this fresh idea that caters families, youngsters and corporate sector with good quality food and drinks.

Resto-bars are based on culture and not theme. This new culture includes enjoying delicious food with some awesome genres of music. which is loved by everyone. In addition to this, dining bistro has an extensive collection of beverages which is loved by millennial. And, hence it is giving a push to restaurateurs to gauge on the segments growth.

Moreover, these resto bars are one of the most sophisticated places to visit with friends. Technology is the foremost reason for these cafes and bars to emerge so fast. This trend also does not have any restrain of time and space, both for restaurateurs and customers.

Inception story

“Today, every person wants to open a bar or a café, with a better presentation than others. . As this is a profitable business and has a profitable future, correct vision for it is the way forward,” pointed Sourav Deshwal, Owner of Pamphilos. And, we can say new bars and cafes have emerged as one of the promising profitable businesses in recent time. Resto-bars have different  themes such as rooftop bar, hut-like entrance with good designer decor and ambience.

Like, only great food alone cannot grab customer’s attention. Restaurateurs provide platform for budding musicians and local artists to showcase their music and performance. Many new cafés provide their customers a place to jam, unleash creative talent with delicious food and a pivot point for casual gathering. 

At the same time, these restaurant’s target customers are also different. Restaurateurs mainly targets college students and young working professionals, as they love to have liquor, doing regular parties and hosting events at evenings.

And, hence we can say that we are not far from the time where we can enjoy good nightlife with some amazing food and drinks.

Starbucks, world’s largest coffee chain, which entered India in 2012, observes major business opportunities in India to unfold in 2016.

The group CEO and Chairman Howard Schultz was on a one day visit to India, and he sees India a land of opportunities and success.

"We see a major business opportunity here. In 2016, we intend to bring our speciality tea brand Teavana here, which we acquired in the US two years ago," added Schultz.

Four reason that motivates Starbucks coffee to expand in India:

Land of opportunity: As the country is welcoming new trends and brands, this could be the best time for any restaurant and cafe chain to spread their wings in a country, which is really getting them a good return. The coffee chain has been posting increased customer traffic for the last few quarters, despite the increase in prices of its coffee items. In Q4, the company witnessed a 4% increase in customer count, effectively resulting in 3% growth in the traffic for the fiscal 2015.

‘Millenials’ a growth booster: The Indian audience is overall responding very well to the influx of international chains in the market. Brands like Carl’s Jr, Burger King, Starbucks Coffee, Dunkin’ Donuts, are gaining customers’ attention by bringing in the new and tweaked menu as per  likes of the local customers’. Hence, it could be another reason for the cafe chain to target Indian market.

Digital disruption: With 2015 turning out to be the year of social wars and tech disruption, Starbucks, which is a youth centric brand can garner biggest traffic from the social media. And, as the tech-disruption gives an opportunity for people to get the food delivered to their home, the cafe chain is also focusing on growing its delivery business in India. "One of the areas where we have grown significantly and become the best-in-class is social media. We have built tremendous value in that, and we’ll bring it here next summer," Schultz added.

Rise of RTC and RTE products: As predicted by the industry leaders, 2016 will be the year of packaged food growth and this could give Starbucks an opportunity to build a significant presence in the consumer packaged goods segment where it sees a bright opportunity.

Starbucks operates in the country under a 50:50 joint venture with Tata Global Beverages and runs 75 outlets across seven cities under the label of Tata-Starbucks since October 2012.

Though the company had said at the launch that it would open 50 stores in the first year of operations, in over three years it has reached only 75.