What made this Kolkata-based restaurant chain expand during the pandemic

Hailing from Muzaffarpur, Bihar, Chef Rahul Shrivastava's culinary voyage from his roots to the kitchens of Hyatt Centric Juhu, Mumbai, epitomises the transformative power of determination and passion. Armed with zeal and a degree from IHM Hyderabad, Chef Rahul embarked on his culinary expedition by starting his internship at the esteemed 360° at Oberoi Hotels, New Delhi. His journey took him to various destinations, from opening his inaugural restaurant at The Park Chennai’s A2, to ventures like Amami in Malta, Izumi in Mumbai, and eventually returning to his roots with Soy-Soi in Delhi. 

With each experience, Chef Rahul's culinary finesse flourished, culminating in his illustrious role at Hyatt Centric Juhu. Here, he orchestrates a symphony of flavours that tantalise the palate and linger in memory. Beyond mere recipes, Chef Rahul crafts narratives on plates, curating a 'Theatre of Flavours' where every dish narrates a story.

In an exclusive interview with Restaurant India, Chef Rahul discusses about the on-going food trends, role of food plating and presentation, his journey and much more. Excerpts:

What are on-going food trends or in-hotel trends we can look for in 2025?

2023 and 2024 was more about millets. And these days, many are focused on plant based protein and how there can be shift between normal and plant based protein. There will be an increase in the vegetarian dining and zero-waste cooking. In 2025, there will be an alternative protein source like lab-grown meat. We make a dish from vegetable leftovers which are called ‘Mala Xiang Tao’ and it is made of roots and stems of vegetables. We toss it with Chinese flavours. There will be lots of fusions; shift from modern fusion, people will be back to basics. Influence of AI in restaurants will be there in a unique way like AI-based menu, the calculation of nutrition value.

How has been your journey so far from working with various brands?

In Oberoi, I learned a lot as they are known for their food and service. Oberoi had a saying, “Don’t compromise over the quality of the service or the quality of the food.’’ I learned from Oberoi Hotel and The Park a lot and that’s the learning I implemented on my food at Izumi and Soy Soi. So, I handle Hyatt Centric Juhu as a whole where we have Sesame and Sesame Bar, banquets and rooftop. Every restaurant has its own learning with helps in growing further in our career.

How often do you work with kitchen team on menu innovations?

We do innovate the dishes. Junior staff showcases their skills and prepare their specials. First, they do the trial and we check usually, then we serve them to the customers. If the feedback is good, then we do promotional menu or that dish stays in the menu. In this way, we are motivating our staff to showcase the skills as well.

How do you handle conflict in the kitchen or how do you retain your staffs?

Everyone wants growth in their respective fields. We give staffs to go through development programs. Staffs should feel invested and important in every part of the team. When you get to learn you won’t leave as one feel curious to learn more. 

How do you control the quality and consistency of dishes to ensure customer satisfaction?

We make sure the taste and consistency of the dishes are same. The ingredients which we use have top-notch quality.

What’s your approach on food plating and presentation?

We keep it simple and it should not be repetitive. People eat food with their eyes first. Plating has to be simple and attractive. We believe that the plating should be in a way wherein the ingredients we use for plating should be used in the dish as well.

Do you source the ingredients or make in-house spices in the kitchen?

We make the sauces in-house for Sesame. We use to source Miso paste from Japan. These days, there is a vendor who makes Miso paste in Allahabad with same quality, so we started using that one as the taste is same. The Sushi rice we used earlier use to come from US or Japan. There is a rice brand that makes similar sushi rice in India. The brand name is ‘Tanifuji’ and its one of the best quality sushi rice. We get Tuna from Japan. We use so many ingredients which we source internationally.

What are the three kitchen tools you can’t live without?

Kitchen knives, wok and thong.

In a world that often starts with a cup of coffee, Nothing Before Coffee (NBC) has managed to transform a simple morning ritual into a lifestyle statement. From its humble beginnings in Jaipur in 2017 to its ambitious expansion plans spanning continents, NBC has positioned itself as a trailblazer in India’s burgeoning coffee culture. Co-founder Anand Jain offers an inside look into the brand’s inspiring journey, its signature innovations, and its vision for the future.

A Passion for Brewing Perfection
In 2017, childhood friends Akshay Kedia, Anand Jain, Shubham Bhandari, and Ankesh Jain set out on a mission to revolutionize the coffee experience in India. The brand was born out of a love for coffee and a vision to serve it with a touch of innovation. Starting with a single outlet on Tonk Road in Jaipur, the founders were determined to make freshly brewed coffee accessible to everyone.

“We’ve always believed that coffee is more than just a beverage; it’s a way of life. At NBC, our goal has always been to deliver a premium coffee experience while keeping it approachable and affordable for our customers,” says Anand Jain, Co-founder of NBC.

Their approach was straightforward yet ambitious: blend global coffee trends with flavors that resonate with Indian palates, and create a space where people could enjoy every sip of their favorite beverage. With a menu boasting over 100 beverages, NBC quickly carved out a niche in the competitive quick-service restaurant (QSR) market.

A Signature Innovation
At the heart of NBC’s success is its unique creation—the Shrappe, a delightful blend of frappe and shake. This signature drink has become synonymous with the brand, offering a creamy, indulgent experience that appeals to coffee enthusiasts and casual drinkers alike.

“Our Shrappe is not just a drink; it’s a testament to our dedication to quality and creativity,” shares Jain. “It embodies everything NBC stands for: innovation, flavor, and an uncompromising commitment to excellence.”

With flavors like Hazelnut Shrappe, Lotus Biscoff Shrappe, and the classic Creamy Shrappe, the brand continues to push boundaries, setting a new standard in the Indian coffee market.

A Rapidly Expanding Retail Footprint
Since opening its first outlet, NBC has experienced exponential growth. Today, the brand boasts 71 outlets across India, including a newly launched international location in Portugal. By 2025, NBC plans to expand to 80 new outlets, with a long-term vision of opening 400 outlets worldwide, including 150 across Europe.

“We’re focused on making premium coffee accessible to a wider audience, especially in tier 2 and 3 cities,” says Jain. “Our expansion is not just about numbers; it’s about bringing the NBC experience to as many people as possible.”

India’s Evolving Coffee Culture
In a traditionally tea-centric nation, coffee is now becoming a staple, especially among younger consumers. NBC has been at the forefront of this cultural shift, capturing the imagination of India’s youth with its innovative offerings and experiential spaces.

“Younger consumers are redefining coffee culture in India. They’re curious about different blends, brewing techniques, and global trends. Coffee is no longer just a drink—it’s a part of their lifestyle,” notes Jain.

From specialty brews to cold brews and plant-based milk options, Indian consumers are increasingly aligning their preferences with global coffee trends. NBC has skillfully adapted to these changing tastes by offering a mix of global innovations and local flavors.

Sustainability and the Future of Coffee in India
As coffee culture deepens in India, sustainability has emerged as a key trend. Consumers are becoming more conscious of the environmental and ethical aspects of their coffee choices, from bean sourcing to packaging.

“Sustainability is not just a buzzword; it’s the future of coffee. At NBC, we are committed to using ethically sourced beans and exploring eco-friendly packaging options to meet the growing demand for conscious consumption,” says Jain.

Over the next 3-5 years, Jain predicts a surge in demand for specialty and artisanal coffee, along with a growing preference for plant-based milk options like oat and almond milk. Experiential spaces offering immersive brewing experiences are also likely to become more mainstream, further enriching India’s coffee landscape.

The Role of Innovation in NBC’s Success
Innovation has been a cornerstone of NBC’s strategy since its inception. From crafting unique beverages to introducing experiential spaces, the brand continually evolves to stay ahead of the curve.

“Innovation is at the heart of everything we do. Whether it’s creating new drinks, adopting sustainable practices, or enhancing the customer experience, we’re always looking for ways to push the boundaries of what’s possible,” shares Jain.

A Global Vision
As NBC sets its sights on international markets, its mission remains the same: to deliver exceptional coffee experiences that delight and inspire. The upcoming flagship stores in Europe will serve as a testament to the brand’s ability to blend local flavors with global trends, bringing the NBC magic to a broader audience.

“We’re not just building a brand; we’re building a community of coffee lovers who appreciate quality, creativity, and innovation,” says Jain. “Our journey has just begun, and we’re excited to share it with the world.”

Brewing Success, One Cup at a Time
Nothing Before Coffee has come a long way from its modest beginnings in Jaipur. With a menu that delights the senses, a commitment to sustainability, and an unwavering focus on innovation, NBC is well on its way to becoming a global coffee powerhouse. As it continues to grow, the brand remains true to its mission of delivering excellence and redefining the coffee experience for millions.

In the words of Anand Jain, “At NBC, we don’t just brew coffee; we brew connections, experiences, and memories. That’s the essence of who we are.”

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.

Bakery industry in India is growing at an exponential rate. From being a few crore business few years ago, it has grown to 11.07 billion market in 2023, targeting to grow at a CAGR of 9.5% between 2024 and 2032. And, this growth has pushed not just brands, cafes and bakery chains to explore new dimensions but has given birth to many home-bakers and influencers. And, there was a similar story of Namita Zutshi who after baking for family and friends for years, started Namz Bakehouse during the pandemic. “I strongly believe that God Charts one’s journey and I like to take each day as it comes,” she shared by pointing that one day she realised after getting repeat orders from referrals coming from friends and family, in fact complete strangers were so supportive & that’s when she thought why not formalise this & do it professionally, thus Namz Bakehouse was born. Excerpts from the interview:

Customisation is the Key

What differentiates us from others is that I still like to talk to my customers to understand their needs and I end up spending hours on the phone daily. Namz Bakehouse is the top end of bespoke, we customise completely to the customer needs, of course providing them with the right suggestions so that the end product aligns with the customer’s vision.  

You mentioned being hours on the phone with customers, have you ever felt that the stress is too high or you should just give this up?

Yes, it gets hectic sometimes. However, I am so blessed by incredible customer feedback on our customised cakes that suddenly the stress is replaced with satisfaction and a sense of fulfilment. I know Namz Bakehouse has made a happy difference for that particular customer’s occasion & brought a smile to their face, till such time I am able to do that, I won’t give up.

What are the qualities that a successful home bakers must possess?

Patience in dealing with different requirements of customers, ability to ship the orders well in time/just in time and lastly maintain exceptional quality so that you get repeat orders.

What are your favourite cake flavours?

Our flagship product is the Ras Malai cake. I am also partial to tier cakes made with different flavours like chocolate truffle and pineapple.

Where do you see yourself three years from now, what is the vison of Namz Bakehouse?

I see the scale of our operations having grown manifold, opening of three new cloud kitchens in Delhi – NCR & having been able to build a strong D2C brand.

Who is your inspiration in the sector?

The French maestro “Cedric Grolet” is my inspiration. Grolets work with patisseries that focus on fruit is so unique, creative & lifelike.

Trends you foresee

Focus on hygiene, quality of ingredients & ability to merge traditional with modern to create unique deserts with a heathy focus.  

Are you looking at any investment in Namz Bakehouse to help you scale?

Not at this point, we are 100% family owned. In the event, we have a supportive investor who will allow us to scale without compromising on our core values. We are open to talk and discuss on the same.

Are you open to franchising your brand in the future?

Yes, that is on the anvil, after we complete our three-year vision & objectives.

Do you contribute in any way to any social causes?

Well, I am a private person in this regard but since you ask, I love to feed the strays near my house twice a day, it gives me immense happiness and fulfilment.  A dog’s love is an emotion that is so blissful.

Abhayraj Singh Kohli, an astute entrepreneur and visionary, known for introducing new F&B concepts in Mumbai hails from a prominent hospitality background, he has been associated with the company since the age of 19. Post his return from America, he launched Indyaki in Pune which was a fine dine Indian restaurant and Watering Hole in 2007, Please Don’t Tell in 2014, The Roll Company and Grandmama’s Café both in 2015, MRP Lounge in 2016 and a Goan favorite, House of Lloyd’s in 2018. He brings Tori to Mumbai, a new, exciting space that offers Latin Asian cuisine and a one of a kind dining experience. The restaurants come under the wide umbrella of Pritam Group of Hospitality as well as the Royal Garden Group, which also has Dilip Manghnani as a group partner.

Demonstrating his entrepreneurial abilities and love for creating novel eating out concepts, Abhayraj launched Tori, in the heart of Bandra, Mumbai and collaborated with Film Producer and Designer Gauri Khan who joined as a partner for Torii. In an exclusive interview with Restaurant India, Abhyaraj shares about his brands, indianising menu, picky eaters, trends and expansion plans and much more. Excerpts:

What was the whole idea behind launching Torii? How is it different from other pan-asian restaurant in the city?

When we took over the place, there was already an existing restaurant in this place known as ‘Sanchos’ which was a Mexican restaurant. Torii was a lockdown restaurant. In the middle of the Covid, we got an opportunity to start; we grabbed the opportunity and took the risk. We got Michelin star chef from London and got him on board.  We got a great location at great price. We didn’t work on the interiors when we started and we were the first restaurant to launch after Covid. We worked on the menu with the chef. Once we were stable and accepted by the consumers, we collaborated with Gauri Khan and remade the whole restaurant. 

Gauri Khan has designed the restaurant, can you tell us about the inspiration behind the interior designs?

When we spoke about the collaboration together, she wanted something for which she is proud of, it has to be a luxury dining, it should look like a restaurant owned by a celebrity. So, that’s how we planned the interiors. The experience in dining with us is different. 

You are also running a mix of other brands and also the famous Pritam Da Dhaba that has got its legacy. How are you doing the business reinvention by adopting New tech, New Menu and New Commerce?

Pritam Da Dhaba is a luxury brand since 83 years. In terms of Innovation, it is modern. But, the chef, service and the food quality has remained constant for all these years. Meanwhile, we also ventured in to other brands. We have Grand Mamas Café, MRP and Nakhara (a new restaurant in Aundh, Pune). 

How have you designed the menu for Tori? And, how much have you focused on Indianising the menu?

Every restaurant in India has to be acceptable. We strongly believe in 70:30 ratios. Like 70 percent dishes are for customers and 30 percent are for chef to showcase the talent. None of the dishes are Indianised in our restaurant. Japanese food has to be subtle around the palette.

What is the footfall of Torii in weekdays and on weekends? What are the prices per person for the dine-ins?

The footfall for the customers during weekdays is 100 covers and the footfall for weekends are 170-180 covers and the price goes Rs 3000 per head.

How has the consumer changed over the years? What’s pushing the growth of picky eaters and how do you handle such customers?

These days, Indians are well traveled and since they travel more they understand the flavours as they try new food.

And, what’s your take on the fact that ‘Experience is More Defining than Ever Before’?

People love going out for new experiences. The music, interiors, the dressing, and the food everything is important in a restaurant. You should create an environment which demands the restaurant and the customers.

Trends you see would change the dining scenario in 2025.

Table- side cooking and Korean barbeques can be the trend to look forward to.

What’s your expansion plan?

We are going to expand Torii, Pritam Da Dhaba, Grand Mama’s Cafe and Nakhara. We won’t be having franchise for Torii.

Narayan Poojari is a man of few words but has a sharp taste for opening restaurants that keep patrons coming back time and again. At just 13, he left Kundapur for Mumbai, working as a cleaning boy in a canteen while attending night school. Over the next decade, he gained experience in various canteen roles, from washing dishes to managing operations. His big break came in 1990 when Baghubhai Patel offered him a job as a manager at Shiv Sagar, Kemps Corner, who became a partner within five to six months. 

In 42 years, he has built a hospitality empire that began with fast-food chains that offered comfort dishes like idli, dosa, pizzas, and pav bhaji, which earned loyal patrons. Over the years, it has branched out into elevated F&B formats and experiences. Today, Shiv Sagar Foods & Resorts Pvt Ltd. is a conglomerate that comprises 15 branches of the popular Shiv Sagar fast-food restaurants in 3 cities; Mahesh Lunch Home in Pune, Thane, and Saki Naka; Butterfly High in BKC, Lower Parel, Vikhroli, Oshiwara, and Thane; and Big Small Café in Andheri.

In an exclusive interview with Restaurant India, Narayan Poojari, Owner, and his daughters, Nikita and Ankita, Directors at Shivsagar Foods & Resorts Pvt Ltd talks about the brand, right workforce and challenges and much more. Excerpts:

The Humble Beginning

Before starting my entrepreneur journey, I was working in a Vegetarian hotel, so there wasn’t any specific thing in mind like we need a vegetarian hotel or so. We had initially started as an ice-cream parlor in Kemps Corner was surrounded by Jain and Gujarati people. So, we thought it would be great to serve good food in the vegetarian category; we also serve Jain food from the start of our journey.

Overcoming Challenges

So, when we start any business, challenges are there. Manpower and finance are the biggest challenges. Retaining customer is also a challenge. Without accepting those challenges, we can’t move further. Getting the right man-force with loyalty and trust is one of the biggest challenges. We have more than 15 outlets and we have our employees who are with us since a decade or more.

How has your restaurant evolved over the past decades? How have you revamped the restaurants and reinvented the traditional dishes?

Restaurant industry is booming and it’s expanding worldwide. Earlier, it was limited menus with limited food items. Over the years, we have expanded. The décor, the aesthetic, the food presentation and the food quality, everything plays a major role these days. We need to modify some dishes as per consumer preferences and we are open for valid suggestions as well. The presentation of food does play a major role in today’s scenario.

Getting the Right Workforce

For the right workforce, we need to make sure that we are giving proper care to their needs like salary, which we provide on time and facilities and the growth in their career. If any worker had joined our hotel at a junior level, for eg: a cleaner, if that person has capabilities to work hard then they can be promoted in-house based on how fast they can learn and understand. This helps us in identifying the right workforce along with employee satisfaction for the long run.

Running on Quality

The quality of our food is still same over the years. It’s still overwhelming for us. We still get views from consumers who have had been our customers since years or decades. That’s proud moment for us. The brand has grown over the years.

Involvement of Next-Gen

Imbibing the ethos and culture of Shiv Sagar, which revolves around delivering an unparalleled dining experience and quality service, the Poojari sisters are spearheading, 5 outlets of Butterfly High (a chain of high-energy neighborhood bars) Kyma in Mumbai & Pune and they continue to expand their portfolio.

Seven years ago, Nikita Poojari entered the F&B industry and began to shadow her father, the legendary restaurateur Narayan Poojari. She completely immersed herself in various roles, understanding the different aspects of the business and today stands as the director at Shiv Sagar Foods and Resorts Private Limited.

Joining forces with her sister Ankita, the dynamic duo introduced Butterfly High, a high-energy bar to the vibrant heart of Mumbai, situated at BKC called Butterfly High. Under the great mentorship of their dad, the Poojari sisters are propelling the business to new heights by strategically expanding its reach and impact.

After joining your dad’s biz, you have launched 4 brands till now. Can you tell us more about it?

We were more into casual dine-in formats. We ventured into pocket friendly all-day bar, which is Butterfly High, started 5 years ago. Kyma was started 2 years ago. We have our outlets in BKC and it’s a blend of two cuisines. Butterfly high has 5 outlets, all in Mumbai and Kyma has 2 outlets (one in Mumbai and another in Pune). We have Bigg Small Café, which we are expanding currently as it has global cuisine. It’s kind of a Sports bar.

You have a separate Jain menu in Butterfly High which is a bar. What was the concept behind that?

Jain menu concept was started by us. Our customers are more of Jain. None of the bar in the city had Jain food 5 years ago when we had started. Around 30% of our customers are Jain. So, it is important to be focused on consumer preferences.

What are the challenges in past conventional working methods and current marketing scenario?

We were new in the bar segment, even though we are there in the industry for years. Getting the right target audience is also a task. We wanted to focus on our entire positioning in the market. The marketing scenario has changed over the years. Social media do play an important role to promote the brand through influencer marketing and food reviews. We need to be very active on social media platforms with our social media pages and updating about various offers to inform our customers.

Are you planning for expansion? If yes, then which are the cities preferred?

Right now, we prefer only tier one cities like Delhi, Hyderabad, Mumbai, Bangalore and Kolkata. We have been expanding our brand with 5 cities a year. We are coming up with food-truck model for Shiv Sagar which will be launching in few days in One BKC, Mumbai. If the food truck model is a success, we would like to expand it in other cities. We have plans to launch Shiv Sagar restaurant in the international market as well.

Megumi is a Pan - Asian restaurant with a unique blend of Japanese and Brazilian influences nestled in Bandra, Mumbai. Setting new benchmarks in culinary innovation under the visionary leadership of Rajit V Shetty, Managing Director of the Ramee Group, Megumi showcases his dedication to creativity and design thinking. In an exclusive interview with Restaurant India, Shetty speaks about Megumi, their menu, expansion plans and much more. Excerpts:

The concept

Megumi is a fun project to work with. The concept of Megumi had come when we realized we wanted to do something in Pan-Asian but also with twist of Japanese inspired from Dubai, where we have our headquarters. We wanted to do something different, so we came up with this as it is different from that of competitors.

Trading on Uniqueness

Another reason why Megumi stand out is not just food and cocktails, the ambience, the bar nights, and the way we set up our brunches are all add on. Megumi is not just a dining place, but a place to celebrate with your loved ones. We haven’t Indianised much as we believe in authenticity. The Japanese menu is pretty authentic. Only thing that will be little Indianised will be the Wok range. The sushi which we have is really authentic. We try to maintain the standards and the consistency in all the dishes.

Target Audience and Footfall

We aren’t targeting any specific audience as such. We had initial audience who likes Asian cuisine. It is different from our competitors. You can get access to high quality Japanese and Asian food with us. No matter how good the interior or ambience is, food quality is really important. So, anybody or everybody is welcomed who want to try the authentic dishes in our restaurant. Our guests spend around Rs 2000/- to Rs 3000/- per person, because we have good cocktails and deserts. And when you are a having good time, people tend to spend more. In a day, we have a footfall of around 300 people, and on weekends it differs.

Pairing Food with Drinks

We have signature cocktail program that is a celebration of two cultures. Our signature cocktails celebrates Indian and Japanese cultural or Chinese with Indian. These cocktails go with the pairings. We don’t have festive menus but we do have seasonal menu which we do on timely basis. In seasonal menus, we tend to come up with new dishes.

Safety Challenges

We keep up with consistency, differentiate in kitchen and menu. We use all the authentic ingredients to ensure we give good taste of food and cocktails to our customers. We also do inspections to maintain the hygiene and safety in our kitchen. 

Expansion Plans

We want to standardize our brand “Megumi’ and be consistent before we expand. We are planning for expansion from next year. So, we are planning to open one outlet in Worli (Mumbai) and one in Delhi. Other than Megumi, we have many other projects in pipeline under Ramee Hospitality. The hospitality sector is growing and we are growing with various brands. We are coming up with more theme based restaurants firstly in Mumbai and then in Bangalore. 

After establishing his name as a popular chef and working for The Bombay Canteen, making it win the no.1 restaurant tag, Chef Thomas Zacharias, or Chef TZac as he is popularly known, left the restaurant business to start Locavore in April 2022. Driven by his vision to create a meaningful impact on the Indian food system, this transformative platform and movement is centered on the idea of ‘Doing Good Through Food’ in India. The Locavore fosters a conscious and sustainable approach to food consumption, production, and appreciation, going beyond being a mere food-centric entity. It serves as a beacon for mindful eating, thoughtful storytelling, and purpose-driven community building. 

In an exclusive interview with Restaurant India, he shares about his journey, The Locavore, challenges, Chef on Road trip and much more. Excerpts:

Could you please elaborate on your mission to promote sustainable food systems in India and how you see it evolving in the future?

I've been a chef for nearly 15 years, but much of that time has been spent learning about local ingredients and regional cuisine. Through my travels, I encountered many deep-rooted issues within our food systems, which eventually led me to leave my full-time chef role and start The Locavore. We aim to use food as a medium for storytelling and events, leveraging travel experiences and partnerships to drive change.

What are some of the biggest challenges you faced in promoting local food cultures and how are you working to overcome them?

The food system is incredibly complex, so a one-size-fits-all solution doesn’t exist. The challenge is tailoring our approach to the specific needs of different regions, which makes it difficult to scale the idea. We're working closely with grassroots organizations and supporting communities already engaged in this space. We envision The Locavore as a network where everyone helps one another.

When did you plan to leave The Bombay Canteen and start ‘The Locavore?

As a chef, I felt I wasn’t making the kind of impact I wanted. Along my journey, I encountered many incredible organizations that needed support, whether in storytelling, resources, or networks. With my credibility and connections, I realized I could help bridge those gaps and make a difference, which led me to start The Locavore.

Can you share more about “Chef on the road” journey and how these experiences have influenced your approach on food and storytelling?

I started Chef on the Road 11 years ago, realizing that my perspective was limited while working solely in a restaurant. To learn and grow, I needed to travel. It’s about understanding a place through its food—learning about the history, culture, people, and politics of food. I’ve tried food not just in restaurants but also in people’s homes, and I’ve met farmers, tribal communities, and others, which has given me a holistic understanding.

How do you balance your roles as Chef, Storyteller and Advocate for sustainable food practices? 

Storytelling has always been a part of me, even since childhood. Through storytelling and advocacy, I hope to inspire people to think and act differently—changing their behavior and buying patterns around food. It’s a process of constant discovery and learning, where I continue to educate myself and meet with experts.

Taking centre stage in the scenic hills of Lonavala, Fiori, a glasshouse restaurant with its serene ambience and a delightful fusion of comforting European and Mediterranean flavours, provides an escape from the everyday hustle and bustle. Named after the Italian word for "flowers," Fiori blooms with the essence of Mediterranean charm and European sophistication, making it a unique destination for both locals and travellers. It’s not a restaurant, as per Fiori’s co-owner and sibling-duo, it is a labour of love brought to life by Suraj Gupta and Sanskriti Gupta, the second-generation entrepreneurs from the family-owned Regenta SG's Greenotel in the hill-city. Driven by Suraj’s passion for new experiences and profound understanding of hospitality, who after completing his Economics graduate from Ashoka University, joined his sister’s hand Sanskriti, an architecture graduate from Sheffield University in the UK and the creative genius behind Fiori, to start this unique-glasshouse restaurant bringing calmness, beauty of the city under one roof. Excerpts from the interview:

The idea 

It was the part of the business family and our father had this idea of the glasshouse that came very randomly. We were looking for something interesting to open at Lonavala and the idea of starting a glasshouse restaurant looked very innovative and we just jumped into it. We both are very passionate about going to a new place and I also had lots of passion for food. So, that was the whole idea. We both joined hands, experimenting with our skills and here’s the restaurant. 

Also, since, Lonavala is known for its scenic view, calmness, the idea of a glasshouse gave another reason to give people a view, calmness and good food under one roof. We have also designed it as a sliding glasshouse, so in the rainy season you can enjoy the water falling from the roof of the restaurant and in the winter season it can be turned into and alfresco dining where customers can enjoy the cold weather. 

Driven by the Numbers

The response has been great in just two months of opening. We have been keeping busy, welcoming our guests. We are also trying to improve and get better with each day as more and more people are coming and dining with us. We don’t want to be everywhere but at the right places. When we started we were unware about the market demand here, what people like and dislike. We just did things as it came. We didn’t have the to-do list, we were doing things randomly for 8 months without knowing what the outcome would be and after the response it is very heart-warming to see that we are on the right track.

The footfall is same on weekend and weekday as we are a 40 seater restaurant and we do around 130-135 cover a day.

Overcoming the challenges

Getting the staff is a big issue in restaurant business and especially when you are running in an off-beat location. Biggest challenge is getting things on same-page, consistency. If customers come back and the food doesn’t taste the same, we are a flop. Involvement is very important for a restaurant owner and that’s what we are trying to do. Also, I want to keep a culture where we are very friendly with the staff.

Expansion

I think we want to elevate it with our rooftop and create a different place for customers. We want the whole property to have a different vibe. I want to be a restaurant where people like to work. To be customer-centric it is important to have an employee-centric culture. I tell my people to enjoy when they are on floor without thinking that it’s your job. 
 

Grill Splendour Services Private Ltd. was incorporated in November 2019 as a hospitality company to acquire the brand Birdy’s Bakery and Patisserie from another company. The brand acquisition was completed in January 2020 via a slump sale agreement. The company proceeded to invest in the business and grow the brand. The brand Birdy’s was originally set up as “Birdy’s by Taj”. But over a period, it was sold to other investors due to which the reputation on the brand suffered. The primary kitchen was divested to the future group and hence production control was lost by the brand. In an exclusive interview with Restaurant India, Srinidhi  Rao, Managing Director, Birdy’s  shares about his expansion plans, exploring in to healthier options, focusing more on pet-friendly treats and many more.

In April 2024, Grill Splendour Services (Birdy's) successfully raised ₹16.47 crore through its IPO, marking a significant milestone in its growth journey. Can you comment on the same?

Birdy’s as a brand is there in Mumbai, since 1990’s. Over the period of time, the brand did face ups and downs. Now, it is the good time to leverage the brand name. Birdy’s 2.0 are ready and we would like to capture the market in Mumbai as a whole. That’s the reason we have raised the money. Our shops are easier to do. We can make a shop ready in 20 days. In June 2024, we have opened 10 shops in Mumbai.

Recently, it was announced that you will be opening 15 stores in Mumbai soon. What’s your plan expanding to other regions?

Mumbai has geographies with various markets like South Bombay, North Bombay, Central suburbs, Thane, Navi Mumbai, Kalyan, Dombivli, Badlapur, Virar and all. In next two years, we can plan over 100 stores focusing in all these regions. We want to be a well-known brand in Mumbai in all the places before we expand in other cities.

How have you brought innovation into your stores and products?

Innovations are two kinds, one is changing lifestyle. Eg- Earlier, people use to eat more pastries, but these days’ people follow social platforms and trends wherein they are focused on smaller portion, more variety. Recently, we have launched Cheesecake shots like 60ml shots of various varieties. So, we are focusing on smaller portion items with more variety of products.

We are also launching wellness products which include Brownies with jaggery, Cookies without sugar, Chana-jor baked, Sugar-free cakes and many more in wellness range. We also make products especially for pets. We are also planning to launch products with plant-based items.  The healthier options are available in most of our stores in Mumbai. We have launched the wellness options a month back.

What has been your USP in over 3 decades that has set to apart from others?

We were the first premium cake shop. The quality was same since all these generations. We make sure that the taste remains same in all our stores. The staff has been there for 25 years with us.

What’s your expansion plan (new products, cities and innovation)?

We are focusing on expanding in Mumbai as a whole. We are planning to come up with more bakery café wherein we can serve coffee, other beverages. We are coming up with Lobby Birdy’s Café in Time Square in Andheri soon. We have a takeaway Birdy’s. We have stores in different formats. I want to saturate with 150 stores and above in two years. And if we get a local partner in other cities who can handle the customer centric part, then we can invest in the kitchen so that products is consistent everywhere and we can expand accordingly.

5 trends you see in the bakery and patisserie space.

• People are getting more aware about the wellness and healthier options.
• People want smaller portion sizes, more variety
• People wants to have different varieties of cheesecake.
• Social media also plays an important role. People are more focused on the packaging of the product, the presentation and like to take eye-catchy images.

Healthy eating should be about enjoying everything in a balanced manner. We believe that when one uses good ingredients to make their food, they have a great meal. One can experience Sante Spa Cuisine which is created using the freshest, wholesome, natural, organic and healthy ingredients, with our knowledge of combining these in a most simplistic manner to satiate your cravings. 

“Santé Spa Cuisine is a concept by virtue of which we plan to promote our core beliefs – vegetarianism, veganism, environmentalism, awareness and an idea of minimalism amongst the new generation,” shared Sonal Barmecha, Founder. Excerpts from the interview: 

What inspired you to start a vegetarian global cuisine restaurant?

We are a huge umbrella of vegetarian global cuisine wherein we cater to Vegan, Gluten-free, Keto and all other diets. When I wanted to have good options in vegetarian, I hardly saw any. So, that’s when the thought of starting this restaurant came up. I wanted to have more varieties in vegetarian so we have everything under one roof.

Vegetarian restaurants are quite popular sector in India. Can you tell us about the market and players?

People are more aware about the vegetarian options. Vegetarian is more nutritious and are easy to digest. Although, there are many players, they are just focused on one area, so we wanted to focus on all the areas. 

How is your restaurant different from other players in the industry?

We are global cuisine restaurant and we are using all the nutritious items. We are using Bajra, Ragi and all the kitchen ingredients available. We have Ragi Pizza without comprising the taste; so it’s more of healthy eating.

How do you think the perception of vegan food has changed in recent years?

People are more aware about veganism; social media do play an important role in it. These days’ people are lactose intolerant as many face health issues. Many people are becoming vegan or prefer having keto food. So, the perception has changed over the years and it is because of the health reasons.

What were the biggest challenges you faced during the initial stages?

The biggest challenge we faced was people had a myth that healthy food won’t be tasty. We didn’t market it when we launched the brand. We wanted people to come and taste it. With the Word of mouth, many people started coming in and it became a success for us.

What’s your expansion plan? 

Currently, we have two outlets each in Mumbai and Pune. Our expansion plans are huge as we believe that if we are doing something good, it should reach more people. The menu will have slight difference from different locations. Right now, there is no franchise. We are on our own.

Do you source the ingredients or use in-house ingredients?

We source our ingredients directly from the farmers. Some ingredients are directly from Kerala, Himachal. We try to make everything in-house.

It was in 2008 that the aroma of fresh donuts wafted into the Indian culinary scene as Mad Over Donuts made its grand debut. Today, this gourmet donut brand has not only taken India by storm, but has also redefined the nation's love for these delectable treats. MOD offers a diverse range of handmade donuts which are freshly-topped, 100% eggless and crafted to celebrate small joys and every day happiness. With its humble beginnings in Noida, Mad Over Donuts has swiftly risen to become one of the fastest-growing brands in the quick-service restaurant (QSR) industry, boasting a remarkable presence across India.

MOD currently has more than 150 stores across the country, in cities like Mumbai, Pune, Delhi, Bengaluru, Chennai and Ahmedabad. The brand has wisely nurtured its growth, focusing on profitability, product innovation, team building, and the seamless integration of online delivery systems. 

In an exclusive interview with Restaurant India, Tarak Bhattacharya,  Executive Director and CEO of Mad Over Donuts shares his insights on Kit-Kat collaboration of Mad Over Donuts (MOD), expansion plans and plans for venturing into healthy treats and much more.

Can you tell us more about MOD and Kitkat collaboration?

We have been planning this collaboration for past six months.  It took some time to get international approvals. We will be having more specific products on festive season in association with Kit Kat with different flavors. Kit Kat will have a permanent feature in the menu.

Recently, Mad Over Donuts innovated donut experience with Augmented Reality (AR) interactive game. Comment on the same.

You can actually make your own donut with your face; many people are using it for gamification specifically. It’s more like a brand engagement with the consumers. This feature is available in all our stores. It is a way forward for any brand.

What’s the biggest challenge faced by the QSRs?

The store operations, right location and right people are one of the biggest challenges in the industry today.

Who do see as your competitor? 

Competitors are healthy, it’s a niche category. We require more brands to explore in this category which will help in improving as well in terms of consumption.

Artificial sweeteners has been a trend these days. Do you add any artificial sweeteners in your items?

We use natural sweeteners and natural flavours.

Are you also exploring into healthy guilt-free treats?

Yes, we are still in the planning and developing phase. Healthy eating has been a trend these days so we will be venturing into that soon. It’s in the testing stage right now.

What’s your expansion plan?

We are expecting 50 more stores to open by end of this year. Currently, we have 150 stores all over India. Most of our stores are in Bangalore, Mumbai. We have 39 outlets in Bangalore as of now, and 40 outlets in Mumbai. We are expanding in other regions slowly.

Over the past 13 years, Café Delhi Heights has grown from a single outlet at Crosspoint Mall to over 40 outlets across more than 13 cities. This journey has been an incredible experience, filled with challenges and triumphs. “We’ve strived to create a brand that resonates with people, offering a warm and welcoming atmosphere paired with diverse and delightful dishes. Our focus has always been on maintaining consistency and quality, which has helped us build a loyal customer base,” shared Vikrant Batra, Co-Founder at Café Delhi Heights. Going ahead, the brand plan to expand further into new cities and regions, aiming for 50 outlets by the end of next year. “We want to bring the Café Delhi Heights experience to even more people, making it a beloved name nationwide,” he added. Excerpts from the interview:

What has been your USP in all these years?

Our unique selling proposition lies in our eclectic menu that offers a wide range of comfort food from various cuisines. We’ve successfully created a space where people can come together and enjoy good food, irrespective of their preferences. Our quirky, vibrant décor, warm hospitality, and constant innovation in the menu have kept our brand fresh and appealing over the years. It’s the comfort of familiarity combined with the excitement of trying something new that keeps our customers coming back.

Customer Demographics and Retention

Our customer base is diverse, ranging from young professionals and families to food enthusiasts looking for a unique dining experience. We’ve built a strong relationship with our customers, many of whom have become regulars over the years. Our comeback rate is impressive, with a significant percentage of customers visiting multiple times a month. This loyalty is a testament to the quality and consistency of our offerings and the warm atmosphere we create in our outlets.

Difference between Ikigai and CDH

Ikigai differs from Café Delhi Heights in its approach to dining. While CDH offers a broad menu with a mix of comfort foods, Ikigai is a multi-cuisine brand that brings together a variety of global flavors. From burrata and sour pizza to a wide range of coffees, Ikigai’s menu is designed to offer a unique and eclectic dining experience. The ambiance at Ikigai is more refined and intimate, providing a different vibe compared to the casual and vibrant atmosphere of CDH.

Menu Design for Ikigai

The menu at Ikigai is a blend of various cuisines, curated to provide a rich and diverse culinary journey. We offer a range of dishes from around the world, including fresh burrata, sour pizza, and a selection of artisanal coffees. The idea is to create a space where diners can explore different tastes and textures under one roof. The dynamic menu has seasonal offerings and chef specials that keep the experience fresh and exciting.

Expansion Plans

We have ambitious plans to expand our other brands, including Ikigai, Neighbourly & Comfort Bakehouse. Each brand caters to a different segment and offers unique culinary experiences. We’re looking to establish these brands in key cities and regions, creating a strong presence across the country. Our goal is to introduce more people to the diverse flavors and experiences these brands offer.

Customer Growth over the Years

Over the years, we’ve seen our customer base grow steadily, thanks to our focus on quality, innovation, and customer service. We’ve built a strong community of loyal patrons who appreciate our offerings. Our growth has been organic, driven by word-of-mouth recommendations and positive reviews. We’ve also invested in digital marketing and social media to reach a wider audience, which has helped us attract new customers.

Challenges in Casual Dining Business

The casual dining industry is highly competitive and constantly evolving. One of the biggest challenges is keeping up with changing consumer preferences and trends. Consistency in food quality and service is crucial, as is managing operational efficiencies. Another challenge is finding and retaining skilled staff who share our passion for hospitality. However, these challenges also present opportunities for growth and innovation.

Suggestions for New Restaurateurs

For new restaurateurs entering the space, my advice would be to focus on creating a unique and authentic experience. Understand your target audience and cater to their preferences. Consistency in food quality and service is key to building a loyal customer base. Don’t shy away from innovation, but always stay true to your brand’s identity. Lastly, be prepared for challenges and stay resilient. The journey may be tough, but it’s incredibly rewarding.

Next-Gen Joining the Business

As for the next generation joining the business, we are indeed grooming them to understand the intricacies of the hospitality industry. However, we believe in allowing them to explore their interests and passions. If they choose to join the business, they will bring fresh perspectives and ideas, which will be invaluable for the brand’s future. But for now, we’re focused on nurturing their individual growth and potential.

Born and raised in Shimla, Shipra Khanna is a well-known Indian celebrity chef, restaurateur, author, and television personality. Her most notable achievement was winning the second season of MasterChef India (2012).

Following her victory in the second season of MasterChef India, Shipra went on to appear in numerous other television cooking shows both in India and internationally as a celebrity chef on Food Food. She opened her first restaurant in Ahmedabad, Gujarat named "H.O.T - House of Taste" in 2013 and in 2017, she opened her first restaurant in New Delhi, India named The Darzi Bar & Kitchen. She has also been awarded the Mahatma Gandhi Leadership Award to take Indian cuisine across the Globe at the British Parliament, London by the NRI Society of London and has taught Culinary Art at Le Cordon Bleu. In an exclusive interview with Restaurant India, Celebrity Chef Shipra Khanna talks about her journey:

When did you find your call in cooking? How did you start your journey?

I started cooking when I was 9 years old. My father never allowed me to go to kitchen as he was protective of me. When nobody was there at home, I tried my hands on cooking. Since, I come from a Punjabi family, there are some feasts or the other and I saw my granny cooking that kept me going. I always want to create new recipes which nobody has done yet.

What was your biggest learning from Masterchef that you still carry?

I work best under stress and I am very resilient so I can say that I can do wonders even under the pressure.

You already own few restaurants; do you have any plans for expansion?

There are many restaurants which I have opened up or associated with. There are few which will be coming up soon.

When are you launching your upcoming book and what is it about?

This year, I have launched my ninth book which is ‘Sinfully Yours.’ I am working on my tenth cook book which is about ‘Healthy Food’ and I will reveal more about it closer to the launch. 

Since you travel a lot, what is the difference you saw in Indian Culinary industry and foreign culinary industry?

In Indian Culinary, we have lot of cuisines which comes from ages. But, in international, it’s more about creativity and innovation and new techniques. It’s more of culturally dominating cuisine than fresh innovation.

What’s the current trend in the food industry?

Healthy food is on the spin right now. Everybody is talking about vegan or healthy fusion recipes or plant based etc. 

Can you comment on ‘How chefs are becoming food influencer’?

Chefs in restaurants and chefs presenting food in camera are very different. Even students are not waiting to complete their culinary school. They are starting on their own and they are not waiting for jobs. Hospitality industry is very much saturated. We need new people all the time. Only few get the right opportunity to begin with. If somebody is not getting much in the industry, then they tend to become influencer and if your art is appreciated then why not.

How much do you believe in sustainability?

I am a Health Ambassador to ISW which is a wing to Health Ministry and 2023 was about millets. So, I was promoting millets and millet is actually a crop that helps in sustainability as it doesn’t need extra sun or extra rain. Eating millets is also like contributing to sustainability like reducing waste and being mindful about the trash, avoiding plastic, etc. There are so many ways with one can look at it.

What is one piece of advice you would give future chefs?

A good chef is always resilient and believes in hard work and commitment towards the work. If you have all these things in you, then you will be a great chef.

What are the three important kitchen tools you cannot miss?

Chopping Board, Knife and Tweezers.
 

Bikanervala, which is now widely associated with Indian snacks and sweets, had modest origins in 1905 when Shri Lal Chand Agarwal opened Bikaner Namkeen Bhandar, a tiny confectionery, in the Kote Gate neighborhood of Bikaner's ancient city. Post that, the two brothers entered Delhi by setting shop in Delhi's Chandini Chowk, selling sweets and namkeen. 

The shop called Bikaner Namkeen Bhandar soon became famous amongst the population for its Moong Dal Halwa, Bikaneri Bhujia and Kaju Katli amongst others. The brothers and the shop soon began to be known as Bikanervala by the people of Delhi. That's how the name Bikanervala was born.

More stores and outlets were opened in response to this growing demand. During this era, Bikanervala changed from being a store that sold simply sweet to one that also sold freshly made hot vegetarian meals. Today, Bikanervala has more than 190 outlets in India and has presence outside of India in countries like Canada, USA, New Zealand, Singapore, Nepal, Qatar and the UAE.
Shyam Sundar Aggarwal, Managing Director, Bikanervala shares some insights on his journey, global presence, expansion plans and many more. Excerpts from the interview:

Tell us about your India as well as Global presence.

Bikanervala began as a modest sweet shop in Bikaner, Rajasthan, in 1905. Over the years, it has diversified its offerings to include restaurants and snack businesses. Today, Bikanervala operates 195+ restaurant outlets across India and international markets, including the USA, Canada, UAE, Qatar, New Zealand, Singapore & Nepal.

What legalities did you go through while expanding globally? Why franchising when expanding beyond geographies?

When expanding globally, the company navigated through various legalities crucial for successful international operations. Initially, thorough research was conducted on the regulatory environments of target countries, ensuring compliance with local business laws, import-export regulations, and food safety standards. Intellectual property rights were addressed to protect the brand, and trade agreements were negotiated to facilitate smooth operations. Setting up legal entities in each country was essential to streamline operations and ensure adherence to taxation policies and employment laws specific to each region.

Joint venture was chosen as the expansion model due to its effectiveness in scaling operations across different geographies. This approach allowed the company to leverage local expertise and market knowledge, ensuring better cultural alignment and customer engagement. This also minimized risks and capital investment while maintaining brand consistency. By partnering with local entrepreneurs, the company could rapidly penetrate new markets, ensuring the brand's global footprint grew sustainably and effectively.

What’s your expansion plan?

Recently, the company launched two new stores along the Delhi-Mumbai Expressway and plans to open at least 50 more outlets in 2024. We are also expanding our overseas footprints in the United Kingdom and strengthening our base overseas. 

What is the USP of your brand?

Bikanervala stands out with several unique selling points. First, its extensive menu variety includes a wide range of sweets, namkeens, chaat items, gift items, and other delectable food options. This variety caters to diverse tastes, ensuring that every customer can find something they love. The brand is also renowned for its authentic traditional sweets and savoury items, maintaining a commitment to quality and authenticity that ensures customers experience the true taste of traditional Indian cuisine. Bikanervala has over 80 years of market experience, contributing to its growing success and expanding network of outlets. The brand prioritizes customer satisfaction by offering high-quality food items at affordable prices, earning a loyal customer base that frequently visits its stores.

How did you decide on the menu when expanding globally?

Global expansion involves a careful balance between maintaining the authenticity of traditional offerings and adapting to local tastes. Bikanervala undertook extensive market research to understand the preferences and dietary habits of customers in different regions. This research helped identify which traditional sweets and savory items would resonate well with international audiences and what adjustments might be necessary to cater to local palates.

In addition to their core offerings of authentic Indian sweets and snacks, the menu was diversified to include items that could appeal to a broader audience. The brand also considered factors such as ingredient availability, local food regulations, and the potential for fusion dishes that blend Indian flavours with regional cuisines. By maintaining a flexible yet consistent approach, Bikanervala ensured that the menu reflected its rich culinary heritage while also appealing to the diverse tastes of global customers.

How can we reduce labour cost while running a brand like yours?

Reducing labour costs in a brand involves several strategies aimed at optimizing efficiency and productivity while maintaining quality and customer satisfaction. One approach is leveraging technology to automate routine tasks, such as using POS systems for streamlined order processing or implementing automated inventory management systems. Cross-training employees to handle multiple roles can also enhance flexibility and minimize the need for additional staffing during peak times.

Additionally, optimizing scheduling practices based on demand patterns and leveraging data analytics to forecast labour needs can help in efficiently allocating resources. Implementing employee incentive programs to boost morale and productivity can lead to higher retention rates and reduce turnover costs. Moreover, ongoing training and development programs can empower employees to perform tasks more effectively, contributing to overall operational efficiency and cost-effectiveness.

World of Brands is a disruptive technology-first company with solutions in consumer-tech and fin-tech, which also owns, partners, and acquires relevant alcobev brands, across trending consumer taste segments. They have also become one of the few companies with product launches across the alcohol industry of high-spirit and low-spirit drinks. World of Brands first launched an exquisite collection under the brand ‘Great Indian Gin’ with 3 flavours in 2022. Disco Panda will be the second brand to be a part of the brand portfolio, making it one of the few companies with product launches across the spectrum of high-spirit and low-spirit drink segments. 

DISCO PANDA was hand-crafted by India’s most successful Master Brewer Alok K Basu and a renowned ‘innovation hub’ based in USA. Under World of Brands, ‘DISCO PANDA’ was launched with flavours. A ready to drink craft product, the brand has launch the flavours like  ‘Hoppy Magic’, ‘Pilsen Punch’, ‘Mango Tango’, ‘Paan Supari’ and ‘Floral Burst.’

Gurpreet Singh, Co-Founder & Director of World of Brands shares his insights on entrepreneurial journey, brand uniqueness, new launches and much more. Excerpts from the interview:

The Story Behind ‘World of Brands’

Each of the four founding partners has a strong link to the alcohol and beverage industry, which sparked the initial connections and friendship between us. We'd often discuss over a drink on the gaps in the availability of good quality products at different price-points, taste-segments and category-challenging propositions. 
       
We often asked “Why wasn't someone using these consumer insights and developing a ‘House of Brands’ portfolio to cater to these large unmet needs of the alcobev consumers.” The opportunity to create, partner with, and even acquire brands that are appropriately priced and crafted to different taste-segments was there for the taking. A series of such conversations led us to state, “Why wait for someone else to innovate? Why not us?” “If not now, when?”. This simple statement sparked a series of conversations that eventually led to the creation of our company. That's our story, the essence of which we have imbibed into the business vision and corporate culture of our company - named 'World of Brands’ (WoB).

Leading the ‘Gin’ Revolution

In the recent years, the world has been witnessing a ‘Gin renaissance’ and India is no different. A few Indian entrepreneurs started the crusade of making Gin more popular and thus started the revival of the Gin category with these home-grown brands which have led from the front in increasing the adoption of Gin in India. The Gin category has undergone phenomenal growth with many of the white spirits consumers switching to the younger, more versatile category of Gin. There has been an explosion in the number of Gin brands (both international and local) that are getting launched in India. It’s akin to the explosion of brands the Craft Beer segment saw in India between 2017-2021. 

When we entered the market, we used our deep consumer insights not just from the gin segment but to the overall white spirit segment and from there emerged our 3-pronged strategy – 1) entry level premium price (which also overlaps the larger white spirits market), 2) flavours (in India in excess of 50% of vodka is consumed in a colourless flavoured format) and 3) smaller SKUs (to ensure higher penetrations and trials on our brand).

What’s Trending in Beverages Sector?

India has peculiar consumption habits. Unlike the western markets where anywhere between 70-90% of consumption come from beer & wine segments, in India 65%+ comes from the high spirits segments of IMFL & country spirits and only 35% comes from beer. Even within the beer segment 85%+ prefer a strong beer to a mild beer unlike the western markets where they largely consume mild beers or even light beers. The macro indicators on India and the alcohol segment are extremely positive. Per capita consumption led by improved penetration, a young population, higher instances of single living and increasing socio-cultural acceptance of alcohol will continue to fuel growth in the category. 

Tech Transformation

The usage of technology adoption is relatively low in alcobev. The absence of e-commerce in this category in India negates the entire consumer facing tech-based play that many other categories have made over the last 2 decades. There is some level of technology usage in manufacturing, material and sale tracking etc but not much beyond that.

The Market Size

We are currently available with 2 of our brands. We launched ‘Great Indian Gin’ and its 2 flavour variants of ‘Great Indian Nagpur Orange Gin’ and ‘Great Indian Shimla Green Apple Gin’ in July 2022. These are available in Karnataka, Telengana, Puducherry and Goa. 

Disco Panda was launched in May 2023 and is now available across multiple flavours. Initially ‘Disco Panda Hoppy Magic’ and ‘Disco Panda Pilsen Punch’ were introduced. More recently we added our fruit-flavour & ‘Indian-flavour range of ‘Disco Panda Mango Tango’ and ‘Disco Panda Paan Supari’; ‘Disco Panda Orange Burst’ will be added to the portfolio very soon. The brand is now available in Delhi, Uttar Pradesh, Uttarakhand, Punjab, Goa, Karnataka, Kerala and Puducherry.
 

Chef Devika Manjrekar, The Visionary Behind Toast Pasta Bar and Toast Doughnut Shop is a vibrant and innovative Chef & entrepreneur, who started her culinary journey while she was 17yr-old, inspired by Jamie Oliver, and countless episodes of MasterChef Australia. Despite initial resistance from her parents, they encouraged her to finish her degree while pursuing her culinary dreams. During a summer break, Devika enrolled in an intensive month-long course at the Dublin Cookery School in Ireland, a transformative experience that confirmed her passion for cooking. 

Devika embarked on an intensive program at Le Cordon Bleu in London. There, she earned the prestigious Grand Diplome, an achievement that laid the strong foundation upon which she honed her culinary skills. To gain experience, Devika apprenticed at The Empress E9 in London and later honed her skills at Bernardi’s under Chef Sabrina Gidda. These experiences, particularly at Bernardi’s, where she managed the pasta section during high-demand services, profoundly influenced her approach to female leadership and kitchen dynamics. 

Upon returning to Mumbai, Devika initiated supper clubs, which quickly gained popularity and laid the groundwork for her future ventures. She then opened a small studio kitchen in Lower Parel for her supper clubs. An accidental experiment with brioche doughnuts led to the birth of Toast Doughnut Shop, which became a sensation, selling out within minutes every week. Post-pandemic, Devika converted her studio kitchen into a café, but her passion for cooking led her to start Toast Pasta Bar on Instagram. Chef Devika’s journey from a young food enthusiast to the owner of two successful culinary ventures in Mumbai. Her story is not just about cooking; it’s about following one’s dreams and redefining culinary excellence. Excerpts from the interview:

What inspired you to start Toast? Did you always want to start something of your own?

Ever since I decided that cooking was what I wanted to do in life, I always wanted to have something of my own. The name ‘Toast’ is inspired by Nigel Slater’s autobiography and no matter how messed up life seems; a slice of toast always seems to make sense. 

How did you come up with the concept for Toast Pasta Bar?

I worked in an Italian restaurant in London so I always knew Italian was my favourite cuisine. I thought of the concept after eating at Padella in London and realised there was no place in Bombay that did JUST pasta. 

Take us through your thought process of craving a niche of your own. 

I think I somehow always end up carving a niche because I’m super particular about the way I want things - and that’s not everyone’s cup of tea. We use very high-quality ingredients, most of them locally sourced and that’s super important to me. This does lead to some people finding us expensive but I wouldn’t have it any other way. 

Since Toast is now expanded to Toast Doughtnut Shop, do you have any plans to expand further?

Toast Doughnut Shop came before Toast Pasta Bar actually. It happened by accident during the pandemic but the response was so overwhelming, that we decided we could finally open my dream restaurant. 

We have only heard praises about your work culture. Please throw some light on the matter and explain how you came about instilling the culture and what do you follow in your restaurant.

I worked in a couple of not very nice places with toxic head chefs who didn’t necessarily make women feel the safest in the kitchen. I hated that feeling. I knew I had to change that. I give female CVs preference over male ones. So, there are always more women than men in the kitchen. This helps change the dynamic. I think it’s a necessary concept so that more women pursue their dreams of becoming a chef and don’t leave the industry because of toxic work environments and sexual harassment. 

In your words, could you share your cooking philosophy?

My main goal is flavour. It has always been. If it’s not delicious, no amount of technique can save you. 

Are your ingredients sourced locally?

About 80% of our ingredients are sourced locally. Especially fruit, vegetables, meat & seafood. 
 

A renowned chef, writer, and wildlife enthusiast, Michael Swamy, known for his thorough exploration of various culinary traditions, has been called "the historian chef" for his expertise. His passion for the natural world and its creature is also evident in his approach to cooking that emphasizes the use of locally available ingredients that can be prepared over an open fire in the heart of a forest.

After completing his education at the renowned Le Cordon Bleu in London, he has earned the title of a Gourmand Award-winning writer. Chef Michael is dedicated to elevating food and culinary traditions beyond the traditional dining setting. His culinary adventures have taken him to the peaks and depths of the Indian wilderness, where he has explored various cooking styles, from bush cooking to local cuisines, each with its unique presentation. Chef Michael Swamy shares his insights on major food trends, upcoming food workshops and his new restaurant.
Excerpts from the interview:

What are the major food trends seen in the Indian market?

People are more into South American food and local food these days. For me, I am taking the adivasi cuisine for the foreigner in the jungles. I am serving the local adivasi food to them in the five-star dimension.

Do you source the ingredients locally? 

Most of my ingredients are sourced locally as I believe in sustainability. As it’s high time we should think about sustainability for the environment, for ourselves and for the future. And, a chef is responsible for what he puts on the plate.

What is your signature dish and speciality cuisine?

Pasta based dishes and Empanada are my signature dishes. French and South American is my specialty, but I am also exploring more on local Indian food for the past decade now.

How much do you believe in seasonality and local sourcing?

I believe more in seasonality and local sourcing as one can play with the local ingredients and give them an international touch. I source from the local markets mainly.

Can we see you opening a restaurant very soon?

I have been associated with five restaurants already wherein I was the partner and now I am not working with them. But, very soon, I will be a partner again in a restaurant at Houston with a client. It is still in the planning stage. But, we are planning to launch it by end of this year.

Combining resources, strategic loan acquisitions, nationwide exploration, thorough research, mentorship, and a shared vision to introduce European craft beer culture to the area, the dynamic duo of Amritanshu Agrawal and Dr. Priyanka Gupta founded the ground breaking microbrewery, Hops n Grains, nestled in Panchkula back in 2011, then the fifth of its kind in India. Inspired by the fine traditions of European craft beer, exquisite cuisine, and a welcoming atmosphere, the innovative Hops n Grains has flourished for over 14 years, earning prestigious accolades like the Times Food Awards for Best Trendsetter Microbrewery in North India and the esteemed Best Brewmaster North title at the Brewer’s World Awards. As the second oldest operational microbrewery in India, the remarkable success of Hops n Grains spurred the ambitious duo to expand their presence in the industry, leading to the launch of another acclaimed microbrewery, The Great Bear and Kitchen in Chandigarh, alongside Hops n Grains in Mohali. Never content with their achievements, the resilient pair ventured into the realm of artisanal chocolate craftsmanship with the introduction of Mozimo, North India’s premier bean-to-bar chocolate cafe in Chandigarh in 2023. With Amritanshu’s MBA expertise in financial and operational realms complementing Dr. Priyanka’s shrewd business sense rooted in her medical background, they together manage interior design, marketing strategies, and administrative functions while juggling familial responsibilities, including caring for their two daughters. Their partnership embodies daring innovation, forward-thinking, a love for the brewing art (zythophiles), and extensive travel experiences, all driven by unwavering perseverance and a shared commitment to excellence. Excerpts from the interview:

You brought the beer drinking culture to the Tricity of Chandigarh 13 years back? 

Indeed, we launched Hops ‘n’ Grains, the 5th microbrewery in India, which stands today as the country's second oldest operational microbrewery. Our founding vision for Hops 'n' Grains was to pioneer the craft beer concept and combine it with exceptional culinary offerings. From the outset, we aimed to introduce a European-inspired brewery to the region, and now we are embarking on a journey to establish India's premier European craft chocolate brand.

What was the genesis of the Mozimo concept?

Our journey began around 2021 as daring explorers, passionate aficionados of all things delightful and indulgent, set out in quest of the ultimate chocolate experience. To us, chocolate transcends mere confectionery—it embodies a realm of creativity, a realm of discovery, a tribute to elegance. For over two years, we scoured markets and chocolate hubs, driven by our insatiable chocolate cravings that led us through India, Dubai, and Europe. We delved deep into the secluded cocoa plantations of South India, establishing ties with farmers dedicated to sustainable and ethical practices, and meticulously handpicked beans steeped in heritage and tradition. Drawing from the heart of Europe, we procured cutting-edge machinery designed to impart an authentic bean-to-bar artisanal essence to our chocolate. It was on European soil that we immersed ourselves in the art of chocolate making, discovering the true essence of flavour and luxury melting in our mouths.

What sets Mozimo apart from the competition?

Fuelled by a deep-seated ‘sweet passion,’ we dedicated all our efforts to our cutting-edge café, Mozimo. Established in 2023 in Chandigarh, Mozimo stands as India’s pioneering genuine European-handcrafted bean-to-bar artisanal chocolate, honouring the distinctive and exquisite flavours of single-origin cocoa beans. More than mere chocolate, Mozimo represents an immersive journey—a luxurious and indulgent experience, a true guilty pleasure, we dare say! 

How do you define sustainability in your context?

Step into our workshop, a dynamic culinary space and a chocolate aging sanctuary where the enchanting alchemy of cocoa unfolds. Witness the transformation of cocoa beans—roasted, cracked, winnowed, and refined on-site with European precision and cutting-edge machinery, coaxing out their innate flavours to capture chocolate in its purest essence. Opulent, playful, and meticulously handcrafted, each Mozimo bar possesses a delightful character and spirit, a masterpiece born from the skilled hands and fervent hearts of our artisans. As a brand tailor-made for connoisseurs of chocolate, we are dedicated to constant innovation, seeking new avenues to curate confections that not only tantalize the taste buds but also promote our well-being and environmental stewardship. At the core of Mozimo lies a commitment to sustainability, actively crafting products that promote health and environmental well-being, eschewing plastic packaging in favour of eco-friendly alternatives such as paper and glass jars, along with paper, jute, and cloth bags. We adamantly reject preservatives and additives, opting for purity in each delectable creation. Moreover, our unwavering dedication extends to sourcing cocoa exclusively from regions free of unethical labour practices, such as the ethically sound cocoa plantations of South India.
 

The restaurant industry has witnessed remarkable growth over the past eight years. One significant trend is the expanding Indian palate, with diners increasingly seeking elevated culinary experiences and a willingness to experiment with new flavors. This shift towards quality dining has propelled restaurants to innovate and offer diverse menus to cater to evolving consumer preferences. Additionally, the rise of social media and digital platforms has revolutionized the way restaurants engage with their audience, enabling them to reach a wider customer base and enhance brand visibility. As a result, the restaurant landscape has become more dynamic and competitive, driving establishments to continually strive for excellence and differentiation. Started by Kanishk Tuteja, the whole idea behind Nukkad Café & Bar was to create a casual yet inviting space where people could unwind and connect over good food, nostalgic vibes, and live music every day. Excerpts from the interview: 

What was the whole idea starting Nukkad Café & Bar? And how do you see its growth? 

In today's fast-paced world dominated by technology, we wanted to offer a haven where guests could relive cherished memories of simpler times and enjoy a laid-back atmosphere. Nukkad has resonated with patrons by tapping into their desire for authentic experiences and a sense of community. Moving forward, we envision taking Nukkad pan-India, leveraging its unique brand identity to create similar nostalgic havens across different cities. 

Is the restaurant funded? 

No, Nukkad Café & Bar is not funded. We have relied on our own resources and strategic planning to establish and grow the brand. 

What’s your clientele for Nukkad Café & Bar?

Nukkad Café & Bar caters to a diverse clientele, welcoming everyone from couples and families to live music enthusiasts, millennials, and Gen Z alike. Our inclusive approach ensures that there is something for everyone to enjoy, fostering a vibrant and lively atmosphere. 

How do you decide on the location for your brand? 

When selecting locations for our brand, we consider various factors such as the alignment of our target audience with the area demographics, per capita income, footfall, and visibility. Each location is meticulously evaluated to ensure that it complements our brand ethos and offers the ideal setting to connect with our customers. 

How have you designed the menu for the restaurant? 

The menu at Nukkad Café & Bar is thoughtfully curated to offer a fusion of Indian street food and global favorites, infused with our unique Nukkad touch. We aim to delight our guests with a diverse selection of dishes that evoke nostalgia while also satisfying their cravings for innovative flavors and culinary experiences. 

Talk to us about your other brands. How difficult/easy is it for you to run a multi-brand venture? 

Running a multi-brand venture presents both challenges and opportunities. Each brand caters to a distinct target market, requiring careful attention to their unique needs and preferences. While it can be demanding to stay updated with different user personas and market trends, it also allows us to diversify our offerings and reach a broader audience. Our approach involves constant innovation and adaptability to ensure that each brand thrives in its respective niche. 

5 trends you see in the casual dining business. 

● Emphasis on health-conscious options and dietary preferences. ● Rise of experiential dining concepts, such as interactive menus and themed restaurants. ● Integration of technology for enhanced customer experience, including online ordering and reservation systems. ● Sustainable and eco-friendly practices, such as locally sourced ingredients and minimal waste initiatives. ● Personalized dining experiences, tailored to individual preferences and dietary restrictions. 

5 Tips you would like to give to young restaurant owners. 

● Focus on creating a unique brand identity and offering a memorable dining experience. ● Prioritize quality over quantity in menu offerings and customer service. ● Stay adaptable and responsive to changing consumer trends and preferences. ● Invest in marketing and branding to build a strong online presence and attract customers. ● Foster a positive work culture and invest in staff training and development.

What’s your expansion plan for both Nukkad Café and other brands? 

Our expansion plan revolves around focused research and strategic decision-making. We aim to identify new market opportunities and leverage our brand strengths to establish a presence in key locations. By prioritizing thorough research and making informed choices, we seek to ensure sustainable growth for both Nukkad Café and our other brands.

In the bustling restaurant sector of India, Romeo Lane has been garnering attention with its unique expansion strategy. Saurabh Luthra, founder chairman, Romeo Lane, Birch By Romeo Lane, is all set to expand across segments this year. Luthra's ventures cater to the modern diner seeking a blend of organic offerings and global cuisine. In this exclusive interview with Restaurant India, Luthra shares insights into what makes Romeo Lane a standout experience, the strategic expansion into tier 2 cities, and future plans that promise to redefine dining and hospitality.

The restaurant chain currently has 10 branches established and plans to expand into 30 more cities in India and internationally. “Romeo Lane offers a distinctive experience with its organic cocktails, global cuisine, and seamless transition from a day dining spot to a vibrant nightlife destination. It caters to guests looking for both a culinary adventure and an exciting evening out,” Luthra started with discussing about the USP of the brand. 

Currently, Romeo Lane's expansion strategy focuses on tier 2 cities due to several key catalysts. These cities often have growing economies, a burgeoning middle class with increasing disposable income, and a growing appetite for unique dining experiences. Additionally, Luthra feels that competition may be less intense compared to tier 1 cities, allowing Romeo Lane to establish a stronger foothold in these markets more quickly.

“As for consumer trends, we're observing a heightened demand for organic and sustainable offerings, an increasing preference for global cuisine, and a desire for versatile dining experiences that seamlessly transition from day to night. Additionally, there's a growing interest in experiential dining, where customers seek not only great food and drinks but also a memorable atmosphere and ambiance,” Luthra informed.

While all the outlets contribute positively to the brand, Birch Goa and Romeo Lane Goa stand out as the highest performers. “Their exceptional performance can be attributed to the influx of tourists, drawn to the vibrant atmosphere and unique offerings in Goa, which remains a favorite vacation destination in India. We are proud of the success of these outlets and continue to strive for excellence across all our locations,” he shared.

Moving ahead, Romeo Lane’s expansion plans are ambitious yet strategic. The chain aim to continue growing its presence in both domestic and international markets, focusing on tier 2 cities with growing economies and a demand for unique dining experiences. Alongside restaurant and bar expansions, the restaurant company is now venturing into the hospitality sector with boutique resorts that combines exceptional dining with luxurious accommodations. 

“Our entry into hotels marks an exciting new chapter for Romeo Lane. With the opening of Romeo Lane, the boutique resort in Goa, we've ventured into providing not just culinary delights but also unforgettable stays for our guests. The success of our first venture has inspired us to expand further, with plans underway to open another boutique resort in the picturesque hill station of Mussoorie. Our goal is to create immersive experiences that leave a lasting impression on our guests, whether they're dining with us or staying at our resorts,” Luthra commented.

On the topic of launching new brands, Luthra confirms they're always exploring new concepts. "We're finalizing a new brand concept that will offer a fresh and exciting experience. We're excited about this next venture and look forward to sharing more soon," he hints.

In terms of making the outlets profitable, the company’s success lies in a combination of factors. Luthra emphasised on prioritizing high-quality cuisine and beverages that appeal to the target demographic. “We also focus on creating unique and memorable dining experiences, whether it's through our innovative menus, inviting ambiance, or exceptional service,” he further shared. Additionally, strategic location selection, efficient operations management, and effective marketing play pivotal roles in ensuring the profitability of the outlets. “By consistently delivering on these fronts, we're able to cultivate a loyal customer base and drive sustainable growth in the competitive restaurant business landscape,” he concluded.

Pancakes have been very famous in the US and Europe. The joy of biting into freshly baked fluffy pancakes, layered with fruits, maple syrup, or whipped cream is unparalleled. Let’s just say, it offers indulgence like no other. However, the knowledge of pancakes has been limited in India. This is what struck Co-founders Akashdeep Dan and Sundeep Singh at Uncle Peter's Pancakes in 2018. “At that point, only a few pancake brands were there and they were only serving mini pancakes. The other option was to head to high-end cafes and restaurants to enjoy pancakes. This gave us the confidence to go ahead with pancakes,” shared Sundeep Singh who started experimenting at events, tried making sauces, took photos, and asked people whether they’d like to have something like this and after seeing great responses they opened their first outlet in September 2019 in Indiranagar, Bangalore.

Recently, the brand ventured into the Shark Tank India season three by cracking a joint deal of Rs 60 lacs for 3% equity and 3% royalty until Rs 1.2 cr is recouped from three sharks; including Anupam Mittal, Vineeta Singh and Namita Thapar. Excerpts from the interview:

How has been the journey so far?

Over the last five years, the brand has built a solid menu offering at least 200 pancake varieties, besides crepes and waffles. It often changes the menu to surprise its clients, including summer and winter special varieties based on seasonality. Such is its popularity that it sells 5,000 pancakes on average per day, with orders increasing on weekends. From five outlets in 2021, to 40 outlets until April 2023 across 15 cities in India, it has expanded rapidly.

How much money have you put into starting the concept?

We have put around 10 lacs initially to start the business. 

Why franchising? What's the franchise fee per outlet?

Franchising is a method that organizations utilize to distribute their products and services via retail outlets owned by dealers or operators, known as a franchisee. The company that allows the independent third-party operator to sell its products and services using its name and techniques is the franchisor. This method enables big companies to branch out and expand while enabling individuals to run the franchise with a proven formula for success. In many cases a franchise reaches the break-even point faster than an independent business because of the established brand name. 
Our franchise fee is 5 lakhs for 5 years. 

On Fund Raised at Shark Tank India

After investment we have 3 main focus areas to work on:
Operations excellence, although we have started the journey but to excel, we need to work on supply chain and production to strengthen our franchise network. 

Tech enablement inside out, for franchise partners best technology solution and for customers we want to ensure user friendly platforms for ordering with loyalty programs. 

Marketing- Till now we have focused on our product and franchise network but still there is a lot of work on marketing activities so we would like to leverage the investment to reach more customers and increase the awareness about the brand and pancakes.

What's your expansion plan?

Uncle Peter’s Pancakes may now be a leading player in the category but still we have a long way to go. From two of us in 2019, there are more than 150 employees that work with Uncle Peter’s Pancakes across all its locations. We want to establish the brand at 100-plus locations by the end of 2023 and at 350-plus locations by 2025.
 

Dhruv Kohli started Boba Bhai in July 2023 with a vision to bring the exotic flavors of Bubble Tea to the Indian palate. Starting as a small venture, it quickly gained popularity for its authentic and innovative Bubble Tea offerings. Focuisng on quality ingredients, diverse flavors, and a unique customer experience, the brand saw an opportunity to blend cultural experiences and flavors by introducing Korean-inspired burgers. This move was a nod to the global popularity of K-pop and the increasing curiosity about Korean cuisine. Boba Bhai's fusion of Bubble Tea and K-pop burgers stems from a desire to offer a holistic experience. The lively culture of K-Pop, with its energetic music, harmonizes seamlessly with the diverse flavors of Bubble Tea. “This innovative concept has helped us carve a niche in the competitive market, and our journey is marked by an unwavering commitment to quality, creativity, and understanding evolving consumer preferences,” added Kohli. Excerpts from the interview:

How do you see the growth of the bubble tea market in India?

India is the fastest growing economy in the world and consumers here are open to adapting foreign cuisines, as long as the taste is according to the taste palete of the majority of the country. The opportunity here is massive, especially with increased interest in Korean cuisine among the younger generation who are now exposed to and have a keen interest in K-pop Music and Dramas. I would say it's time for us to not only focus on American cuisine but also cuisines such as Korean among others. I expect the industry to witness significant growth in years to come, and this is largely due to changes in eating habits and consumer preferences. As per Precedence Research, the Indian bubble tea market is poised for substantial growth, projecting a CAGR of 14.6% between 2023 and 2029. 

Our target audience would be Gen Y, Gen Z and Gen Alpha, for these are the age groups who are always up for something new and exciting and are most interested in the wave of K-Pop culture which includes Korean music and shows.

How do you decide on the location when expanding the brand as the segment is still very limited to a certain crowd/region?

We consider factors such as demographic profiles and consumer behaviour in the area. Understanding the preferences and needs of the local population helps us tailor our offerings to better resonate with their tastes and preferences. 

We also take logistical considerations into account such as infrastructure, transportation networks, and proximity to suppliers to ensure efficient operations and supply chain management. Overall, our expansion strategy involves a comprehensive analysis of various factors to ensure successful penetration into new markets while catering to the specific needs of different regions and demographics. 

How Boba Bhai innovatively combined Korean and Indian flavours?

Boba Bhai's innovative fusion of Bubble Tea and K-Pop Burgers goes beyond just combining two diverse culinary cultures; it also incorporates localized flavors to cater to the Indian palate. By infusing traditional Bubble Tea with familiar Indian flavors like Kala khatta and K-Pop-inspired burgers with spicy paneer that creates a unique blend of culinary experiences that appeals to both global and local sensibilities.

We also see that there’s a sudden growth in Korean food culture in India. Where do you see this trend going?

India is witnessing a high rise in the acceptance of Korean culture, be it drama or music. Meanwhile, we are witnessing a growing interest in a variety of culinary experiences that is reflected in the unexpected rise of Korean food culture in India. As more people discover and value the depth of flavour and distinctive offerings found in Korean cuisine, this trend is probably going to keep growing. The appeal of Korean cuisine is fuelled in part by the success of K-pop, dramas set in Korea, and greater cross-cultural interaction. We see more Korean restaurants opening up, more creative fusion food being introduced, and more people indulging in Korean cooking customs. 

You have opened 17 stores in just 6 months. What’s the secret ingredient behind the fast growth?

Boba Bhai, with its robust presence and a monthly order volume exceeding 20,000 on prominent platforms like Zomato and Swiggy, is poised to maintain its leadership in the Indian Bubble Tea and K-pop burger market through a multifaceted strategy.
Continuous innovation remains a cornerstone of our approach. By regularly introducing new flavors, we aim to keep our menu dynamic, catering to customers seeking novel experiences. Additionally, limited time offers catalyze customer curiosity and engagement, ensuring our offerings stay fresh and enticing.

Ensuring quality and consistency is paramount. Our digital presence and marketing strategy leverage the power of social media. Through social media engagement, we actively interact with customers, share updates, and run interactive campaigns. Online advertising further broadens our reach and promotes special offers to a wider audience. To foster customer loyalty, we are rolling out rewards and discounts through loyalty programs, encouraging repeat orders. Referral programs are also being launched to organically expand our customer base through customer recommendations.

Our expansion strategy involves identifying new strategic locations and entering neighborhoods to expand our customer base. Exploring opportunities for physical store presence in high-traffic areas aims to capture walk-in footfall.
Lastly, employee training and satisfaction are crucial elements. Continuous training ensures a high level of service and product knowledge, while employee satisfaction programs contribute to a positive customer experience, as happy employees are key to our success

Future expansion plans and key focus areas - immediate and long-term. 

Boba Bhai has recently expanded its operations to Delhi, launching two new outlets in the vibrant locales of Malviya Nagar and Rajouri Garden.  The company is also eyeing over 100 stores across India by the end of 2024, spreading its unique bubble tea offerings to enthusiasts nationwide.

In a strategic pivot aimed at capturing the burgeoning demand for unique dining experiences across India, Gola Sizzlers, a sizzler-specialty restaurant chain, is aggressively expanding its footprint. With a strong base in Delhi NCR and recent openings in Lucknow and Dehradun, the brand has now set its sights on untapped markets in Gujarat, Maharashtra, and the southern states of India. 

This initiative comes at a time when these target regions are witnessing substantial economic growth, driving a surge in consumer spending and a heightened appetite for culinary experimentation. The increasing affluence of the local populations has translated into a greater demand for premium dining experiences, positioning these areas as fertile ground for Gola Sizzlers' ambitious growth plans.

In an exclusive conversation with Restaurant India, Manik Kapoor, the Director of Gola Sizzlers, shared insights into the company's strategic approach to expansion. "Our growth strategy involves identifying prime locations for new outlets, with a particular emphasis on malls that offer the advantage of existing infrastructure and high customer traffic. This careful site selection is aimed at ensuring our outlets are both accessible and appealing to our target demographic, thereby maximizing foot traffic and sales potential," Kapoor explained.

The company's rapid expansion has been further propelled by its franchising model, allowing it to quickly establish a presence in previously untapped markets. This approach has not only facilitated a wider reach but also contributed to a more diversified audience base.

Sustainability and success for Gola Sizzlers hinge on its aggressive marketing tactics and the delivery of high-quality offerings tailored to meet the tastes and preferences of its audience. "Our commitment to consistency and excellence is key to our high success rate," Kapoor added, emphasizing the importance of strategic planning and execution.

Kapoor also highlighted the company's reliance on comprehensive market research and analysis to guide its expansion strategies, ensuring they are well-informed and effectively implemented. This meticulous attention to detail underlines Gola Sizzlers' dedication to achieving sustainable growth and market penetration.

Looking ahead, while Gola Sizzlers continues to focus on its core offerings within the food and beverage segment, the company remains open to exploring new opportunities within the broader hospitality sector. "We're committed to adapting to market shifts and expanding our horizons, without limiting our possibilities at the moment," Kapoor concluded, hinting at a future where Gola Sizzlers could venture beyond its current portfolio, driven by an unwavering commitment to innovation and excellence.
 

In the bustling streets of Chandni Chowk, Delhi, a culinary revolution is underway as Popeyes, renowned for its delectable chicken offerings, sets its sights on monumental growth. Gaurav Pande, the driving force behind Popeyes India, recently made headlines with an audacious goal: to elevate the brand into a Rs 1000 crore powerhouse within four years. This ambitious aspiration, stemming from recent Popeyes news, signifies a remarkable journey ahead. By leveraging the irresistible appeal of Popeyes' signature chicken dishes and tapping into the vibrant essence of Chandni Chowk, Pande's vision promises to redefine the Indian dining experience. With innovation at its core and a strategic roadmap in place, Popeyes is poised to carve a significant presence in the dynamic culinary landscape of India.

Why did you choose Chandni Chowk as a location, What is the reason behind it?

It's interesting. We launched our outlet in Bangalore in 2022, followed by Chennai last year. Obviously, what we stand for in every part we go is flavors. We stand for Cajun flavors. We stand for the most authentic chicken that we serve.  So we are about culinary, and we are a lot about heritage. Our heritage comes from Louisiana, which is where we, the brand was born back in 1972. Now, Delhi is like a foodies delight. And then, you know, what better place to open from a culinary perspective than Chandani Chowk, and also from the fact that, you know, we are a brand that does a lot of work from heart. So, we serve food with our heart, we make food with our hearts, we test our food with our hearts, and this is like entering the heart of Delhi.

Also Read : Indian Food Apps that Gained Popularity and Won Big Funding

What unique challenges did the brand face in adapting its menu and brand for the Indian market?

We’ve been lucky that way because the brand stands for Cajun flavors. Now, if I get into this detail of Cajun, you will realize that Cajun is basically a mix of spices. The spices at the core of it is celery, bell pepper, paprika, garlic, onions. All that we use as Indians in our homes and kitchens. So it is a very palatable and a known flavor for Indians, the Cajun flavors. And so we didn't have to do much to that extent. However, having said that, we test each and every flavor that we offer. So we brought in our authentic flavors from the global team. We tested them within. Most of them did very well. Okay. There was a little bit of change of salt nodes. We also, however, realize the need for there's a food is always very local, and consumers do need their local palette and they have their own local needs. Right.  We worked on two things. We have developed a set of range of products that are still developed in the same format, but are now suited to Indian palate. We have developed a range of vegetarian dishes, which are very specific to the Indian in India.

Also Read : How unique concepts have become a major hit among investors?

How does the brand differentiate itself from existing fast food chains?

First of all, we are standing for very real authentic chicken. Yeah. So a lot of brands serve chicken. We serve very real authentic chicken. It is not frozen, first of all. They are sourced from local farms through our dedicated supply chain capability, moved to the store and used within the shelf life of the product. So they're never frozen. That gives a very different texture to the product. It makes it much more secure, much more juicier. So that's one thing which we differentiate on first of all. The second is in the process that we make, we are using real flavors. So these are not artificial flavors. When I say Cajun, you have in our product real spices.  And we just don't add on top of it.We marinate the products. We do it for 12 hours. So our 12 hr marination is the second USP, which we have. As a brand, we stand for bold flavors. That's what we've stood for.

Also Read : Restaurateurs see great business in franchising

What are the long-term growth plans in Delhi or across India?

Delhi is very important part of our game plan, but we intend to be a thousand crore brand in four to five years time. So we have only to scale up faster and faster. So we have 32 stores now. Our plan is to keep adding stores at a very fast pace. We will expand nationally, we will expand in other regions as well. And you know, obviously there's a lot of execution that is, that needs to come, go right behind this. But our plans are very clear in that pace. We have got great feedback from customers and the products are really doing well, and we are confident that we can scale up fast.

So as of now, I'm looking forward to the launch in Omaxe chalk Mall in Chandni Chowk. And then quickly we'll be coming back with three more launches back to back that includes; Pacific Mall Jasola. NIT Faridabad and Gurgaon.

Dil Foods is a Bangalore-based virtual restaurant operator that won ‘Cloud Kitchen’ of the year award at the prestigious 12th Indian Restaurant Congress & Awards held in September 2023. Recently, the brand ventured into the Shark Tank India season three by cracking a joint deal of Rs two crore with four sharks. 

Bringing the diverse flavours of India directly to the plate, ‘Dil Foods’, has been making waves in the hospitality industry since 2022. The company was founded by ex-Swiggy, Arpita Aditi to support the small and medium-sized restaurant businesses. Excerpts from the interview: 

How it all began

When I was with Swiggy, I used to interact with lots of restaurants especially the large chains like Freshmenu, Chai point and CCD to name a few but a lot of local restaurants reached out to me stating that they are at the verge of getting shut down. That’s when I started digging deeper and realised that things are very difficult for these local, small and medium size of restaurants because they are just one man army, taking care of everything from end to end. So, that’s really took a toll on their business and they can hardly focus on growth. That’s when I thought of doing something for this segment of the industry, the people who contribute more than 90 per cent in the F&B industry. Initially, I started a consultancy where we used to mange end to end online business management for them so they would take care offline customer experience and we would take care of online business like menu engineering and become the face of their brand for Swiggy, Zomato and all of that so we ran that for two years and realized while top line was increasing for them bottom line was still a challenge because their cost of marketing was super high and the cost for acquiring each customer was super high and that’s how Dil Foods came into appearance.

On Funds Raised

We have raised around 17 crore so far. When we started we raised around 1 crore during the inception of the brand from angels and post that we did some bridge rounds in between and raised another crore and the last year we did pre series A through Mount Judi Ventures and V3 Ventures. So, the money that we have raised in Shark Tank would be used on technological advancement for bettering our supply chain and also expansion in newer cities as right now we are live in Hyderabad, Bangalore and Chennai. We also now looking at expanding to Pune, Mumbai, Ahemdabad, Coimbatore and NCR as well.

On winning big at Shark Tank

I’m super excited to have the kind of investors that we have brought on board during Shark Tank. We have Piyush Bansal, who is the god of tech and the way they have solved their supply chain, we really hope that we learn a lot from them and better our operations too. Then, we have Vineeta Singh, who has joined hands with us in building our brand. We also got Ritesh Agarwal on board who’s the founder of OYO and Dil Foods is quite similar to Oyo. And, I’m really looking forward to learning from him and getting to know about his journey during his initial days and then we also got Radhika on board who will help us and guide on building a large business, having tight control on financial activity aspects ensuring that the financial health is super healthy, super critical and it would be really helpful for us to ensure that we are moving in the right direction not just businesswise but financially as well. 

What’s the process of getting into Shark Tank?

There’s a long process to get into Shark Tank. For us, Shark Tank happened by chance. One of our team member was really pushing for it and she/he randomly applied for it and then we got a call. So, there are multiple round before you go for the final pitch. So, first is of course the application round where you send written application and then you are suppose to send a video or message talking about your brand and after that there is another audition round which for us happened in Mumbai where they get to know about all your business metrics and your camera presence on how solid your business is. And, after that if you are selected you are called for the final pitch round where you pitch in front of the sharks.

How many brands you have?

We have 8 brands in total serving different state foods and cuisines in total. We also serve snacks from different parts of India. We have been operating these 8 brands so far and are launching 4 new brands. The average ticket size for us is above Rs 300 per order.

Operating in 14 cities with 18 warehouses, Hyperpure provides next-day delivery on a comprehensive range of quality ingredients, including staples, packaged and frozen products, fresh produce, poultry, meats & seafood, sustainable packaging, and ready-to-serve & cook items. It also works in tandem with restaurants to chart the right path for their growth journeys and builds custom solutions. Hyperpure addresses the fundamental challenges faced by the restaurant industry, aiming to revolutionize the way businesses operate by providing solutions to their key pain points; Vendor Network Complexity, Inventory Management Difficulties and On-time Delivery Challenges. In an exclusive interaction with Restaurant India, Ramit Goyal, National Head- Hyperpure share about its mission to build a farm-to-fork approach, prioritizing speed and ensuring stringent quality control. Excerpts from the interview: 

How Hyperpure Works?
Supporting Restaurant Growth:

Consistency, cost control, and productivity – Hyperpure tackles your biggest hurdles with:
Standard Delivery:
●    Establishing a robust farm and vendor network.
●    Partnering with trusted and verified suppliers.
    Next-day Delivery:
●    Allowing orders as early as 11 pm, minimizing last-minute cash purchases.
●    Providing transparent and easy tracking of expenses.
    Reducing Food Costs and Increasing Revenue:
●    Ensuring high and consistent yield to minimize wastage of resources.
●    Facilitating lower inventory levels, allowing kitchen space to be optimized for increased revenue.
Hyperpure empowers restaurants to overcome challenges, offering a streamlined solution that not only ensures the timely and quality supply of ingredients but also contributes to the overall efficiency and growth of the restaurant business.

Also refer: https://blog.zomato.com/decoding-hyperpure 

What’s your market presence and what’s your expansion plan?

Hyperpure currently boasts a robust market presence, serving an extensive network of over 30,000+ restaurants across 14 cities. Our partners span the spectrum, encompassing food entrepreneurs embarking on their culinary journey to well-established large food chains. In line with our sustainable growth vision, we have embraced hydroponic farming. By cultivating crops without soil, we aim to increase harvest yields in a more confined space while simultaneously reducing carbon emissions associated with transporting produce from rural to urban areas. 

Looking ahead, our expansion plan incorporates strategic initiatives that will drive our long-term growth: 

4PL Solution for Storage & Logistics:
●    End-to-end warehousing and logistics solutions.
●    Strategic partnerships with large, multi-city, multi-outlet chains.
●    A reliable, tech-enabled supply chain with real-time visibility.
    Deep Fruits and Vegetables Sourcing through Collection Centres:
●    Establishing 50+ farmer collection centres.
●    Aiming for 30% of the volume to be directly sourced from farmers through the collection centre model.
●    Estimated to generate a substantial 10% incremental margin unlock.
    Agile Commercial Kitchen for Customized Products:
●    Development of an agile commercial kitchen with diverse production capabilities.
●    Solving complex problems for customers with tailored and ready-to-serve products.
●    Resulting in higher customer stickiness and improved profit margins.

As we expand, we are not just growing in scale but evolving with a focus on technological advancements, sustainability, and customer-centric solutions that will drive our success in the dynamic restaurant supply landscape.

How much has the data helped you in building the hyperpure business a cross-leveraging business of its food delivery arm?
Data plays a pivotal role in the success of Hyperpure by leveraging insights across various aspects such as marketing, sales, and supply chain management. The data-driven approach has significantly contributed to the strategic development and operational efficiency of Hyperpure. It helps in anticipating restaurant basket size, tailored product offerings, strategic expansion opportunities and customer-centric buying patterns. 

5 Trends you see in overall food-tech business.
The food-tech landscape is constantly evolving, with innovative trends emerging all the time. Here are 5 key trends currently shaping the overall food-tech business:
1. Rise of Alternative Proteins:
Plant-based meat and other alternative proteins are rapidly gaining traction due to concerns about animal welfare, sustainability, and health. 
2. Personalization and Precision Nutrition:
Consumers are increasingly interested in personalized food experiences tailored to their individual needs and preferences. This includes personalized meal plans based on nutritional tracking apps, and smart kitchen devices that adapt to dietary restrictions and health goals. 
3. Hyperlocal and Sustainable Food Systems:
Consumers are seeking food grown closer to home with a reduced environmental impact. This includes increasing support for local farmers, vertical farming, and urban agriculture initiatives. We're sourcing fresh Indian veggies and greens directly from local farmers as a part of our farm-to-fork initiative, supporting them in their efforts. 
4. Hydroponic farming techniques:
Hydroponics is quietly revolutionizing food tech. Precise, efficient, and resource-friendly, it's boosting yields, slashing water use, and paving the way for smart, sustainable farms. From city rooftops to desert oases, hydroponics is sprouting a future where everyone gets access to fresh, flavorful food.
5. Food E-commerce and Delivery:
Online food ordering and delivery services have experienced explosive growth in recent years, fueled by convenience and changing consumer preferences. This trend is likely to continue, with increasing integration of meal kits, grocery delivery, and personalized recommendations. Companies like Zomato and Blinkit leading the way.

Who are some of your top partners and how does the partnership work?
At Hyperpure, our partnership model is built on a robust framework that redefines the dynamics of restaurant supply. Some of our top partners are Wow Momo Foods Pvt. Ltd., Kolkata, Barbeque Nation, Bangalore, Kanti Sweets, Bangalore, Biryani Blues, Gurgaon, Bikkgane Biryani and Freshmenu, Bangalore amongst others.

How much has the Hyperpure business contributed to Zomato's overall growth? What’s the share?
As per Q2FY24 Hyperpure generated a revenue of ₹745 crore, representing a 23% share of Zomato's overall revenue. 

Nagpur-based Chef Vishnu Manohar, who holds nearly a dozen global records, will prepare 7 tonnes of 'Ram Halwa', at the consecration ceremony of Ram Lalla in Ayodhya on January 22. 

A giant 12-tonne cauldron will be used to achieve the record-breaking feat that will be distributed among 1.5 lakh devotees and other VIPs attending the religious event in the pilgrim town.

“The Ram Halwa’s preparation would take up to three hours. We plan to start around 6 AM. Then, we shall offer it to Lord Ram as part of the ‘bhog’. The bhog will then be distributed among the devotees at the temple and in the town through volunteers,” shared Manohar to IANS.

To prepare the 'Ram Halwa,' they will be using about 900 kg of suji, 1000 kg of ghee, 1000 kg of sugar, 1500-2000 litres of milk, 2000-2500 litres of water, 75 kg of cardamom powder, and 300 kg of almonds and raisins.

Here are 5 things to know about the famous chef who is blessed to cook the ‘Ram Halwa’ for the grand celebration: 

• Chef Manohar is honored to have The Limca Record for the “Longest Paratha” measuring 5 feet long & 5 feet wide & weighing 35 KgT
• He has also entered his name in the Book of World Records multiple times in the past. In 2022, he entered his name for the 12th time by preparing 75 dishes from 75 varieties of rice - a total of 375 kg of rice delicacies, completed in 285 minutes.
• Thirty-eight-year-old Manohar's previous "mega servings" include 7 tonnes of millets khichdi in Chandrapur, 6.5 tonnes of Gajanan Khichdi, 6 tonnes of Rambandhu Mahachivda in Nagpur, 5 tonnes of Samarsata mix vegetables bhaji (fry) in Nagpur, and many more.
• He is popular for his finger licking fusion dishes. His specialized Maharashtrian Tadka (Flavor) that he adds to his signature dishes is highly appreciated amongst food lover in Central India.
• Vishnu Manohar is an executive chef in Manohar Groups, Manohar Group are undeniable leader in professional catering services in Nagpur & Aurangabad from past 24 years.
 

In the bustling streets of Mumbai, where the fragrance of diverse cuisines mingles with the city's vibrant spirit, a gastronomic spectacle is unfolding. Chef Koji Sagawa, hailing from the esteemed Iki in Dubai, has brought his 39-year mastery of sushi to Akina's pop-up, creating a culinary journey that transcends continents and delights the senses.

Chef Sagawa's journey into the delicate craft of sushi commenced in his childhood, where an early fascination with the intricate artistry of sushi craftsmanship laid the foundation for a lifelong passion. Graduating high school marked the initiation of a remarkable 39-year odyssey dedicated to perfecting the nuances of this revered culinary art.

The intricate dance of flavors and textures that defines Chef Sagawa's cuisine has been shaped by experiences at renowned establishments, including Bvlgari Resorts and Residences in Dubai, Sushi Iwa, and Masami Sushi in Japan. Rooted in extensive training in Japan, his skills with seasonal fish and ingredients have evolved, making him not only a culinary maestro but also an advocate for effective resource utilization as a restaurant head.

The collaboration with Akina in Mumbai for this special pop-up is a fusion of culinary finesse and a shared commitment to promoting Japanese culinary traditions. Chef Sagawa emphasizes, "The decision to collaborate with Akina in Mumbai was driven by the commendable efforts of Akina in promoting Japanese cuisine in Mumbai and across India." The ongoing pop-up serves as an opportunity to introduce Japanese Edomae sushi Omakase to a new audience, transcending mere gastronomic delight to a cultural exchange.

Understanding the diverse palate of Indian customers, Chef Sagawa's goal is deceptively simple: to offer a delightful Edomae Sushi experience. Each element is crafted with meticulous care, ensuring that the journey from plate to palate is a memorable one, resonating with the cultural nuances of Japanese dining.

As Chef Sagawa gazes into the future, his predictions for trends in the Japanese cuisine business reflect a commitment to continuous innovation and the exploration of the culinary cutting edge. Intrigued by the fusion of projection mapping and food, his dynamic approach to gastronomy showcases an openness to novel ideas that redefine the dining experience.

While the ongoing pop-up at Akina unfolds, Chef Sagawa expresses a genuine eagerness to embrace local Indian ingredients and techniques, not just as a culinary exploration but as a means to connect with the rich tapestry of the local culinary landscape.

Beyond the gastronomic spectacle, the Iki Omakase pop-up is a collaborative space, where knowledge, skills, and experiences are shared between Iki and Akina. Chef Sagawa envisions a platform fostering a sense of community and mutual learning, transcending the boundaries of a conventional culinary event.

As the pop-up seamlessly weaves the culinary threads of Japan and India, celebrating the beauty of cultural exchange through the universal language of food, Chef Sagawa's straightforward concept comes to life: mutual understanding and respect for each other's traditional food culture. The ongoing Akina pop-up becomes more than just a dining experience; it's a journey into the soul of Japanese culinary heritage, shared with the vibrant city of Mumbai.

Chef Koji Sagawa, reflecting on the fusion of culinary traditions, remarks, "This pop-up is not just a convergence of flavors; it's a dialogue between two rich culinary histories. Mumbai's vibrant food scene meets the precision and elegance of Japanese Edomae sushi, creating an experience that goes beyond the plate." His words capture the essence of the ongoing pop-up, portraying it as a dynamic exchange where every bite narrates a story of cultural convergence.

As the culinary odyssey continues, Chef Sagawa shares his anticipation for the cultural impact of the ongoing pop-up, stating, "I believe that food is a universal language that has the power to build bridges. Through this pop-up, we aim to create lasting connections between Japanese and Indian culinary traditions, fostering a sense of appreciation and understanding that extends far beyond the duration of the event." With these words, Chef Sagawa emphasizes the transformative potential of the ongoing collaboration, envisioning a culinary legacy that leaves an indelible mark on Mumbai's gastronomic landscape.

Karan Khilnani was always drawn to the food industry by a deep passion for creating memorable culinary experiences. Exploring diverse flavors and crafting unique combinations became his way of expressing creativity and connecting with people through the universal language of food. Today, he owns one of the popular bar, Elephant & Co in Pune & Goa. Excerpts from the interview: 

Pune has gained a reputation as a top nightlife destination for the youth in the country. What sets this city apart from others in your opinion?

Pune's vibrant nightlife is a testament to its youthful spirit and eclectic energy. The city's unique blend of historical charm, thriving educational institutions, and a diverse cultural scene creates a dynamic backdrop for an unparalleled nightlife experience, making it stand out as a magnet for the young and the young at heart.

Could you share some insights about Elephant & Co?

Elephant & Co, born in 2015 in Pune, has become the heartbeat of Kalyani Nagar and Baner. A hub for progressive food, vibrant drinks, and lively conversations, we're more than a restaurant – we're an evolving ECOsystem.

We've noticed that today, people tend to meet for drinks before having a meal. What do you think has driven this trend?

The trend of gathering for drinks before a meal has gained popularity. It's a way for people to unwind, socialize, and set a laid-back tone for the dining experience. At the heart of this trend is the desire to create a relaxed atmosphere, fostering connections, and enhancing the overall enjoyment of the upcoming meal. It's a modern way of savouring both the social and culinary aspects of the dining experience

Additionally, how do you ensure your food pairs perfectly with the drinks you serve?
We make sure our food and drinks are a perfect match by having our chefs and mixologists work closely together. They experiment with flavours to create a menu where each dish complements our drinks, giving you a delicious and well-rounded dining experience every time you visit

What is the unique selling point (USP) that has contributed to your success?

Our standout quality lies in more than just our culinary offerings; it's about crafting a space that radiates warmth and a genuine sense of welcome. We take pride in curating an inviting atmosphere, where they aren't just customers but cherished members of our community. The fusion of a varied menu, culinary creativity, and unwavering hospitality guarantees that each visit is not merely a dining experience but a sincere embrace into our extended family.
 
Tell us about your new venture JUJU.

Pune's first tequila bar, blending Mexican spirits with cosmopolitan charm. With a snug yet inviting ambiance featuring origami-inspired decor, communal tables, and a curated menu, JUJU invites patrons to savour the essence of togetherness and authentic flavours in every sip and bite. It's more than a bar; it's a celebration of culture, style, and unforgettable moments.

What inspired the creation of a Mexican tequila bar in Pune?

We wanted to set a precedent in Pune for how style, soul, and simplicity could harmonize with tequila, tacos, and the finger-food meals. Juju allows us to experiment with Tequilas. Which is why Juju is the first tequila bar in Pune.

Can you share five tips for running a customer favourite bar?

Offer a diverse drink menu, prioritize a welcoming atmosphere, ensure exceptional customer service, regularly update the menu with innovative offerings, and engage the community through events and feedback. Crafting an unforgettable experience is the essence of a customer-favorite bar.

Lastly, as a bar and beverage professional, what trends do you foresee in the industry?

As a bar and beverage professional, I foresee several industry trends. Craft cocktails featuring unique flavors and local ingredients are gaining popularity. Sustainability practices, such as eco-friendly packaging and local sourcing, continue to be prominent. The integration of virtual and augmented reality experiences in bars may redefine patron engagement. Non-alcoholic beverages crafted with complexity and creativity are on the rise. Additionally, the fusion of cultural influences in both drinks and ambiance is expected to grow, offering patrons a diverse and immersive experience
 

The Indian food and beverage industry has undergone a remarkable transformation since the early '90s when Anjan Chatterjee embarked on his journey in the sector. From a landscape dominated by a scarcity of options to a thriving ecosystem, Chatterjee reflects on the key takeaways that have shaped his successful foray into the culinary world. 

Creating a Multi-Location Chain: The initial goal was to create a standalone, multi-locational restaurant chain, a vision that materialized successfully as the brand expanded across various cities. This underscores the importance of a scalable business model.

Adapting to Shifting Tastes: Over the years, the industry has witnessed a seismic shift in consumer preferences, particularly in the oriental food segment. Adapting to these evolving tastes and trends is essential for staying relevant.

Generational Shift: It is always important to keep innovating the brand if you are into the restaurant business. Chatterjee's son represents the younger generation, bringing fresh knowledge and innovative ideas to challenge traditional approaches. This highlights the importance of embracing change and innovation within family-run businesses.

The Key to Success: In a rapidly changing landscape, maintaining relevance is paramount. Brands must differentiate themselves by offering authenticity and unique experiences to stand out in a crowded market.

Technology: Streamlining Operations: Technology, including AI, has revolutionized operations, improving efficiency and reducing food wastage. Access to real-time data is essential for informed decision-making and that has really helped the brand in expansion.
Building Trust through High Standards: Maintaining standards of hygiene and food safety is non-negotiable for gaining and retaining customer trust, especially in the post-pandemic era. Customers prefer ordering from brands they trust, emphasizing the critical role of building and sustaining brand trust.

Learning and Adaptation: Adapting to changing market dynamics and consumer behaviour is very crucial. Learning from experiences and mistakes is integral to long-term success. As brands expand, maintaining consistency becomes vital. Streamlining menus can reduce complexity and improve operational efficiency.

Hence, there’s no denying that in a dynamic industry like food and beverage, continuous innovation is essential to stay ahead of the competition. And, Entrepreneurs must remain passionate, avoid complacency, and stay alert in the ever-evolving restaurant business landscape.Chatterjee's insights suggest a promising future for India's food industry, with abundant opportunities for growth, innovation, and expansion. Anjan Chatterjee's journey through the culinary world offers a treasure of insights for entrepreneurs and enthusiasts in the food and beverage industry. His experiences underscore the importance of adaptability, innovation, and unwavering commitment to excellence in navigating the ever-evolving culinary landscape of India. 
 

Can you provide a brief overview of Hong's Kitchen Restaurant, including the concept cuisine and overall atmosphere?

Hong's Kitchen is basically the Indian Chinese cuisine restaurant which we are developing as a homegrown QSR chain. It is a value for money, functional food cuisine with good ambience. We also do delivery through our own channels as well as the food aggregator.

What inspired the creation of Hong's Kitchen and what set it apart from others in the biz?

So, what you would find different here would be a full range of Indochinese cuisine. There is a large range in starters, soups, side dishes, main course, gravy, rice, noodles, desserts etc. You'll find something unique, something different. Also, there is lots of adaptions of Indian cuisine, keeping Chinese as flavor and core of the business. And, what is important is that the pricing is very competitive. The range is wide. It's really good homely food, it's a day-to-day occasion food and not an occasion based food. 

How have you priced the menu?

The pricing has been done very moderately. It costs about 400 rupees for two people to have a full meal, including desserts and beverages. 

What are some of the most popular signature dishes at Hong’s kitchen? 

In the starters, we have got molten cheese spring roll, which does really well for us, it's a cheese base for the spring roll. It's a new innovation that we have tried and that has been accepted very well. Then we have got a product called Fury, orange Paneer and Chicken, which is a starter. Then we have got soups. A full range of soups, which comes in a glass bottle. One can drink that soup on the go. And then we have got a street style chow which is a very price competitive, high quality noodles and then we have got five Spice Chicken and Paneer, which is a combination of multiple spices from all over India. It’s a very good mix of different flavors. 

What’s your expansion plan?

As of now, we have about 16 restaurants and we should be adding a few in the months.

What is your dine in versus delivery ratio?

As of now dining and takeaway are kind of a little lower than delivery because customers are still getting to know us, but as we reach more customers, our repeat rates are high. So, people who come in once they come in again. And, that’s an encouraging start.

Who is your target audience?

We are targeting everyone. If we talk about somebody who is our primary audience, we are looking at 18 to 30 years old, college goers. These are people who would appreciate good food, good comfort food. And the moment you give them a good ambience, you give them a good taste. We feel that they're far more loyal and this is the audience that we are trying to cater.

So, post Delhi where you guys see yourself in coming years?

As of now, the focus is on Delhi because I think Delhi, we underestimate Delhi. It is like a country by itself. So, we would like to have a good expansion in Delhi before we go elsewhere in the country, but yeah, the whole of North India and then the whole country.

The passion for food happened pretty early in Sundeep Singh’s life when his mom and grand mom would grind the masalas in sil batta- the local stone pestle and grinder, the slow simmering of spices and aromas he grew up with, while playing in the verandah or just salivating after getting the whiff of dum or tadka in the air from what was being cooked by his mom. “The special occasions like Deepawali and Holi, and I would hover around kitchen to just dig in my little fingers in the delicacies prepared. I would always be on my best behaviour around festivals to get extra sweets,’ he remembers as these inspiration landed him to start his career as a chef in 1989 at Leela Beach Resort, Mobor, Goa.  “Working at an early age in the kitchen taught me a lot about flavours and aromas. I shifted gears to beverage industry as a bartender post being a chef and followed by working as a steward and graduating as a F&B Director in an International Hotel in Dubai. I wanted to be a liquid chef and a show-tender rather than a bartender or a chef. I played with flavours and aromas to balance a cocktail like an artist painting his canvas with colours. Throughout my career, I have been known amongst friends for throwing parties where I have cooked dishes and delicacies and paired them with cocktails,” he added. Excerpts from the interview: 

Tell us something about Howling Wolves?

Howling Wolves came into existence because we lost everything during Covid times, and when I mention everything, I literally mean everything. After a lot of introspection and discussion, me and my wife Valerie, who is a great cook, host and a feeder, we decided to connect the world with our focused strengths-hospitality through food & drinks. I and my wife Valerie Rosebud are in a pursuit of Connecting People through Food & Drinks. “Eating together, breaking bread together, is one of the oldest and most fundamentally unifying of human experiences.” - Internationally renowned author and speaker Barbara Coloroso

Howling Wolves is nestled in a buzzing alley of Anjuna Beach amongst coconut trees, with a mesmerizing view to the Arabian Sea as we dream in the shades and colors borrowed from the sea- the “Blues”. Having focused on making Howling Wolves to be most romantic and soulful place, me and my better half Valerie Rosebud decided on giving a very personalized service and an extra touch to every experience of the guests. 

You were one of the first bartender who focused on mixing drinks back in 1990s. Today, mixology has become a key ingredient in a bar business. How do you see the sector grow in last 3 decades?

Bars are and have always been such a core part of any culture and any society. Drinking is a part of any culture even if it is non-alcoholic. So much happens over drinks- exchange of ideas, news, information, sharing of experiences, love, politics, networking, sex…. the list is endless. Bartenders are perfectly positioned to make a change in the culture of their establishment as well as in society. The interests and responsibilities of bartenders have evolved beyond simply making drinks as the industry today is more socially, environmentally and politically conscious. Indeed, a new phenomenon has arrived, championing progressive change and bringing the ¬trade and craft into a thoroughly modern era: the activist bartender. The bartending profession is no longer a job about serving drinks. A bartender wants to be called upon as a mixologist as he creates intricate drinks, designs menus which can be paired with food. Today the level of bartending skills whether be technical or social, for that matter etiquettes, media or marketing skills are at an epitome and all time high. The attention to detail, the craftsmanship behind every drink or even ice for that matter, the theatrics while serving has all been focused on enhancing the customer experience and garner more profits and even goodwill. There are many more opportunities for today’s bartenders than for previous generations. They can decide to stay behind the bar for decades, open up their own place, become a brand ambassador or launch new brands of their own. With the rise of the cocktail ‘celebrity’ and industry role models, bartending has become a truly respected profession.

A restaurant is known for its food it serves but with time we have seen people visiting a restaurant for its drink and beverage menu. What has brought this change?

Restauranters have realized the potential of beverages as a major contributor to the business sales. Today all the attention and focusza are on offering an experience rather than serving a product. Craftsmanship, be it of a liquor brand, or designing of cocktails is sought after by a consumer, who is well travelled and aware through social media of ever evolving new drinking trends. With liquor companies also realizing the potential and influence of a bartender is seeking them as their brand ambassadors and promoting guest bartender shifts. With the high salary packages and career opportunities, today we get to see the change in perspective of the world towards this profession and the value a bartender can add to the hospitality eco system. 

How is Howling Wolves going to change the bar biz in Goa?

Howling Wolves would like to influence and impact the bar biz in Goa by promoting local brands, which in fact are of world class quality. We are using local ingredients like kokum, jackfruit, jamun, jalapenos and other ingredients like local fruits and spices to design our cocktails Most of our cocktails are organic and made with home-made cordials and tinctures. Coming season, we will be introducing homemade flavoured Kombuchas and Tepaches. 

Tips you would like to give to new age bartenders.

Whatever you learn, do or offer, every offering should be customer centric. The devil is in the details. Know your techniques well, understand and experience flavours and aromas. Create not just only drinks but moments and serve with love and care. Every drink or concoction you serve, should have your soul in it, even if it is a plain glass of water. Learning and trying never ceases, so always have a mentor and be a mentor to other aspiring bartenders. 

Your plans expanding Howling Wolves to other cities?

We do have plans to expand as a brand and chain. We want to reach out to other cities. Within 4 months of opening, we have already been approached by potential investors who want to co-partner us for the value proposition, customer engagement factor and personal touch we offer, which has set us apart and above from the other enterprises.
 

On His Venture

Being from a fashion designing background, Suman Bharti was always into food and. While living in the UK he visited different pubs and brewery that always attracted him towards the business. “It was in 2004 when we tried a brewery while hanging around in Switzerland. And, that’s when I realized that this is something we should have in India,” he added by point that Reflex is an inspiration from all his travel experience.

What’s Make the Brand Different

The restaurant ambience and the beer we serve is our USP. It is very different from other brewery in the market as we serve IPA, Vienna Lager beer, wheat beer etc. Our beer is our strength. If you see our food, every kind of food palate will fit into this. We cover everything from Mexican, pan Asian, Indian, Continental amongst others.

On His Restaurant Design

We did lots of research on what not to do before getting settled for anything. It was one and half year long research to start this dream project. And it took me nine months to build up this place. So, make sure you build up a product which is quality research. It should not be a copy. If you see this place, I don't think you'll find it somewhere else. It's very elite, it's very niche, it's very different.

His View on Food Delivery

We don’t do online deliveries. I think when the food is delivered at home it loses its true essence of freshness. That’s why I like to keep it fresh and healthy.

Targeting the Right Clientele

Ours is more like corporate crowds. So, we have people who lives in closeby apartments. We don’t restrict our clientele but we target all age group. Reflex is an experience for everyone.

What is your take on brewery trends these days?

People have started experimenting with beers and there’s a lot of experiment going on. Everybody is launching their own kind of beer.

Café Delhi Heights has given many firsts to the country. From being one of the first Indian restaurant to introducing café culture and making casual dining more culture. Not just that, it also became the first café to open at historic Red Fort. Founded by Vikrant Batra and Sharad Batra 12 years ago in Delhi, Café Delhi Heights has become a go-to restaurants for customers in the region and gradually across the country. It aims to provide a comfortable and happy dining experience for customers of all generations by offering a diverse range of food options to cater to different palates. Restaurant India spoke to Vikrant Batra, Co-founder, Cafe Delhi Heights on completion of its successful 12 years. Excerpts from the interview:

What was the inspiration behind starting Cafe Delhi Heights, and how has the brand evolved since its inception?

The inspiration comes from our family. Being a joint family, where all three generations like to go out together, we always used to struggle to decide which place to go to. To find a place where our mother and daughters both will be comfortable to go. A place hip enough for our sons yet has a few traditional dishes on the menu to make my dad happy. We could never find a place that was easy going for us to spend quality time together as a family and have quality food at the same time. To answer all these questions we got the answer called Cafe Delhi Heights.

There were many ups and downs in this journey. We learned from our mistakes and the feedback given by our customers. We kept evolving ourselves to be a café where all three generations can eat together. And, today we are running more than 34 outlets PAN India and aims at growing and serving our customers good food.

How does it feel on the 12th anniversary of the brand?

It definitely feels great because we have worked really hard on the accomplishment of our goals. I have given all that I have to Café Delhi Heights. My vision to introduce Café Culture clicked with the audience 12 years back and we as the brand are growing year after year. We started our Journey from 1 outlet at Crosspoint mall, Gurgaon. Today we have 40 outlets and we are planning to open up more. Right from Introducing Café Culture, to Casual dining culture to Juicy lucy burgers and more, We are certainly content to offer our customers the best of experience and introduce more innovations, outlets, consistency and love.

Milestone achieved

The café chain has gained popularity and established a strong presence in several cities across India, including Delhi, Mumbai, Chandigarh, Pune, Gurugram, Noida, Ludhiana, Bangalore, and Lucknow. It started with a single outlet at Crosspoint Mall in Gurugram and has now expanded to 35+ outlets. The company plans to continue its growth by opening 10 new outlets every year. One notable achievement of Café Delhi Heights is being the first-ever restaurant located inside the historical monument, Red Fort.

Café Delhi Heights has experienced a phenomenal journey over the past 12 years, and we aim to continue this growth for the next 12 years as well. The focus has been on aggressive expansion for the last 5 years, and this expansion strategy will continue in the coming years. We plan on opening 12 more outlets soon.

The goal is to be present wherever there is a demand for the brand, regardless of the city, tier and classification.

Maintaining Quality and Consistency

"I always believe in maintaining the image of the brand. For me, more than opening up outlets, the important thing is maintaining the quality and consistency of our brands. Consistent Marketing, consistent quality checks, consistent team visits, reporting, customer feedback and marketing of each new outlet as the new brand keep us intact and in sync with the competitiveness of the market."

How are you celebrating 12 years of success?

We have created very special Archive menu which consists of our all special dishes like Galouti Kebab, Country style crunchy cottage cheese chilli, Mumbai Vada Pav, Paneer Tikka Kathi Roll, Juicy Lucy burger, Delhi burger, OPen chicken burger, Classic fish n chips, Grilled chicken breast, Grilled sole fillet, CDH special Khao Suey veg, Pasta Aglio E Olio, Rajasthani Laal Maas, Famous thai curry green etc The exciting part is that all these dishes are priced at actual prices of 2011. So, celebrate the glory of Original dishes at Original prices. 

South-Africa based Frost Popsicles recently partnered with FranGlobal to enter India and expand their wings here. Started by Natasha Fagri and her business partner Jon-Marc De Carvalho in 2016 in South Africa where both of them grew up surrounded by families who appreciate good food. “We both love to cook, and we create and taste-test every popsicle recipe until it’s right,” shared Fagri who named it as Frost Popsicle because of the frozen nature of the product and surrounded by the amazing food culture and the wine and craft spirits industry of their native country. “We believe in a great product made without compromise. Building this brand and product from scratch starting with two flavour profiles and growing the range over six years to include seven premium alcoholic and non-alcoholic popsicles, we know hard work is the best friend of a good idea,” she added by adding that their instincts have been right – people loved Frost’s premium, all-natural popsicles from the moment they launched, and it wasn’t long before we knew we needed to expand our horizons for this brand. Excerpts from the interview:

What’s your USP?

Consistent product innovation, using only premium ingredients with nothing artificial, staying true to the authentic flavour profile of whichever alcohol we are working with.

What’s your plan for Indian market?

Our plans are currently in progress, presenting Frost to relevant potential partners in the Indian market with the help of FranGlobal. We see the potential for the import of our product specifically for the hospitality, retail and event markets in the country. We also see potential to manufacture Frost in India, if the demand suffices.

Models in India you are looking at? Will it be a franchisee owned, franchisee operated, or franchisee owned and the company operated?

Our focus is not on franchising in the traditional sense, but rather on partnering with long-term, like-minded import partners who have experience in importing products of an alcoholic nature. We have exported to Singapore, Mauritius and the USA earlier and we’d like to continue to expand into receptive markets where there is demand and interest. Hence, our decision is to partner with FranGlobal to launch Frost into the Indian market and from there other neighbouring territories also.

Which market segment are you actually targeting in India?

The hospitality and event market segments. The benefits of working with our brand is the opportunity to partner with a brand that is committed to quality and innovation in a sector of the market (frozen alcoholic novelty products) that continues to grow aggressively around the world.

Where will you be sourcing the ingredients?

Our product is manufactured in South Africa and all our ingredients are sourced there from our trusted network of suppliers.

There is an increase use in technology across sector. So how will you be using the technology?

Our product range has successfully been sold online via our own e-commerce and third party sites and the same opportunity could be explored in the Indian market, if relevant.

Any new trends that you're witnessing in the industry as a global brand?

Frozen alcoholic novelty products like our popsicles, continue to grow aggressively around the world as they’re viewed as a quick, convenient and fun variant for alcohol consumption. Furthermore, the growing popularity of frozen cocktails amongst millennials and the significant increase in the purchase of frozen beverages, has also contributed in boosting market growth. According to Grand View Research, the global ready-to-drink cocktails market size was valued at £521m in 2020 and is expected to grow at a compound annual growth rate (CAGR) of 12% from 2021 to 2028.

If all goes right, when can we see you opening the first outlet in India? Targets for Indian market?

The strategy for Frost Popsicles in India is not opening an outlet but start with piloting the product with our partners and putting it across different channels. The channels include HORECA, premium licensed alcohol shops and high-end events. This is the same strategy that Frost Popsicles follow in their home-market in South Africa and in also in USA. Therefore, in India as well, we see a very large opportunity to work with our partner/s and have the best alcoholic popsicles in the world easily accessible across every channels.

Araiya Palampur is a luxury resort located in the picturesque town of Palampur in the Kangra Valley of Himachal Pradesh, India. The resort offers a tranquil and serene environment with stunning views of the snow-clad Dhauladhar mountain range. The resort also has a multi-cuisine restaurant that serves a variety of Indian and international dishes, using fresh and locally sourced ingredients. The resort also offers recreational facilities like an outdoor swimming pool, a fitness center, a spa, and a library. Located close to popular tourist attractions like the Tea Gardens, Bir Billing (a popular paragliding site), and the Baijnath Temple. Araiya Palampur resort is a perfect getaway for those looking for a peaceful and luxurious stay in the lap of nature. The resort has been on the top favourite for so many celebrities, HNIs and heads of states. In an interview to Restaurant India its General Manager Akhil Taneja and Executive Chef Arun Kumar talks about some exciting culinary trends to share. Excerpts from the interview:

What inspired you to pursue a career in the hospitality industry, and how did you get started?

Akhil Taneja: I always had a clarity and understanding of my skill set suitability to this industry. I started very early in my primary school days by organising my school’s campus needs and looking after the school’s guests.

What do you think sets Araiya Palampur apart from other luxury resorts in the area, and how do you plan to further enhance its reputation?

Akhil Taneja: What sets Araiya Palampur apart from other luxury resorts in the area is its stunning location in the Kangra Valley, surrounded by lush greenery and the majestic Dhauladhar mountain range. The hotel's design and architecture reflect the local heritage and culture of the region, creating a distinct and authentic ambiance. The rooms and suites are well-appointed with modern amenities and offer panoramic views of the mountains and the valley.

What are some of the biggest challenges facing the hospitality industry today?

Akhil Taneja: The hospitality Industry is the highest source of employment currently. We are strategically located on the positive side of the wealth generation curve for the nation. Our country has evolved as the brightest spot in the global hospitality world. So many international brands are looking at suitable projects for the immediate future. This industry has faced some of the most critical challenges recently due to the pandemic, but recovery has been very quick. 

What inspired you to focus on local ingredients and traditional cuisine in your cooking?
Chef Arun Kumar: Having worked pan India for 13 years in different cuisine verticals, I always had that knack of giving back to my birth place in terms of gastronomy. Eventually Araiya has provided me with that platform to research and develop such ingredients into beautiful dishes. While, mountain ingredients are magic in their appearance and derivatives or dishes made out of those like; Dried whole wheat milk, Fiddlehead ferns- lungadu ki subji( local cuisine), Himalayan watercress and Charred walnut zest to name a few.

How do you balance the desire for healthy and sustainable cooking with creating a memorable gastronomic experience for your guests?

Chef Arun Kumar: I learn each day nature of ingredient which I keep on my inventory list and develop recipes after meeting our guests with their needs and wants. Yes this situation is not always balanced or a win-win situation to me as a chef but teaches a new experience about ingredient. The key which has always helped in such situation is balancing the dish with different nutritional components.

Could you walk us through the process of fireless cooking and how it affects the taste and texture of the dishes?

Chef Arun Kumar: Well, we have been practicing this concept for more than 8 month or so. It’s one of the classical and ancient way of presenting flavours with their raw nature and 100% unchanged nutrients. The taste is not as you expect after cooked dishes which we are inclined to eat since birth but wholesome bouquet of original flavours to experience nature.

How do you ensure that the ingredients you use are fresh and of the highest quality?

●      Ingredient specification before ordering presented to vendor entail texture, temperature, form, flavour etc.

●      During receiving the specifications are checked for their validity.

●      Storing Specifications- temperature, area , humidity, exposure to light, air , food contact surface type etc.

●      Using before date of expiry by following LIFO(last in last out), FIFO(first in first out)
above are few of the basic practices which helps us back up the quality and freshness.

How do you stay current with the latest culinary trends and techniques and how do you incorporate them into your own cooking style?

Chef Arun Kumar: We embrace Indian gastronomic ideology which expresses authenticity and local. We present gastronomy and mixology pop up in our own way after the research. We follow and learn from few of the leading chefs of the world like Chef Joan Roca and his approach towards modern gastronomy inspired with traditional thoughts. We have our static menu set which follows annual availability of ingredients but still We practice Araiya concepts on heirloom recipes, slow cooking, authenticity.     
What advice would you give to aspiring chefs who are just starting out in their culinary careers?
Chef Arun Kumar: Aspiring chefs ought to showcase perseverance, to be self-driven, passion to hustle would do wonders in their journey. I would always appreciate if one learn ingredients and their pairing but dishes. Modern age chefs are urged to learn concept farm to plate to support society.   

Trends you foresee.

Chef Arun Kumar: In my understanding I see a great scope with traditional cuisine, organic culinary market shall be trend setting. Superfoods shall make their prevalent presence and would be valued. Synthetic ingredients would lose its sheen and uses with modern trends of cooking because of customer belief way forward.

Started by Apinash Sivagumaaran in 2016, Isso Prawn is Sri Lanka’s favourite prawn restaurant. Soon after its launch, it became a favourite among prawn-lovers in the city, prompting the opening of more branches both in Colombo and the Maldives. The brand is now planning to enter into the India market and expand their business here. Excerpts here:

Tell us something about Isso Prawn. Why the name?

ISSO means Prawns in Sinhalese. We're a prawn focused restaurant. We started the restaurant in 2016 wherein we bring people together through delicious prawn dishes from around the world. Our focus is on taking a luxury ingredient and serving it at a price bracket that can be considered reasonable.

What’s your USP?

Our unique selling proposition is again prawn as we are focused on it along with affordable pricing.

What’s your plan for Indian market?

We want to make an entry into the Indian market as we think this is a strong market and is mostly untapped in terms of Prawns. Certain cities in India, culturally love prawns. So, I think in these markets we would do very well. There's also a massive gap in the market for Sri Lankan food. And, that’s where we fit in and are in search for a very strong partner for us to enter into the market.

Which markets would you say is the strongest in India for prawns?

Chennai, Mumbai, Delhi and Goa is a strong market and hold great potential for our product line.

Models in India?

We have three models. One is a full scale model that's about 2,500 to 3000 square feet that can sit a hundred people. I don't think that would be the first outlet. The first outlet would be an express outlet that's about 1,500 square feet and then there's a kiosk type as well. In a mall, 40 seater.

Which market segment are you actually targeting in India?

We are positioning ourselves as a quick service restaurant. So, we would hit the middle income all the way to the top. Again, we are taking a luxury ingredient and making it reasonably priced. So, that mean we are also catering to the top 10 but also giving something to the middle market as well as everyday food option.

Will it be a franchisee owned, franchisee operated, or the other one the franchisee owned and the company operated?

It would be case by case. We are looking for a master franchisee or a multi-unit partner for India. This would be a franchisee own franchisee operated. But if it is required, we are willing to set up base over here and do a company operating model as well.

Where will you be sourcing the ingredients?

We will try and locally source as much as possible. I think India has access to most of the ingredients. So, there's no reason to import it.

There is an increase in technology. So how will you be using this technology?

I mean couple of ways. We are rolling out our brand in Malaysia this year wherein we are introducing robotics in our kitchen. We're automating our kitchen. We're reducing the dependency on human capital that does mundane processes. Second, we are rolling out our loyalty program. We've built our own POS system. Apart from technology we are looking at trends in the food industry, plant-based protein is going to be the next big thing and hence, we are looking at plant-based prawns, plant-based seafood.

And any new trends that you're witnessing in the industry as a global restaurant?

Yeah. Skilled labor shortage is a major issue as you can get a lot of unskilled labor, but there's a massive skilled labor shortage.

Ex-Costa Coffee India CEO Tarun Jain has joined Tim Hortons as India CEO.

“Happy to announce that I have joined Tim Hortons India as C.E.O. Extremely excited to be a part of this team and help lead it to the next phase of its growth in the market,” he shared in the Linkedin post earlier this moring.

Before joining Tim Hortons this April, Jain was part of Devyani International Limited for 5 years, leading its Costa Coffee Business in India.

A seasoned and result oriented food and beverage operator with over 27 years of experience, Tarun was also part of Nando’s India, The Beer Café and Lite Bite Foods to name a few.

Tim Hortons entered India last year as part of an exclusive agreement with a joint venture entity owned by Apparel Group and Gateway Partners.

Consumer trends to watch

I think today the people are looking to explore more. They're not satisfied by just a very small and a conservative approach to menu, variety. They are looking at an entire f&b experience when they come to the cinemas. There was a time when people used to either eat and come to the cinemas or move out of the cinema and eat. Today, people are actually spending that additional time and having an entire meal at the cinemas which I feel is a very positive change.

Meeting the demand for Health-conscious

We have plant-based, dishes which have ingredients that are plant based. We are using healthier salads on the menu. We are utilizing fresher and more seasonal produce. We are trying to move away from the fats. Okay.

And what other innovations have you brought in?

We were the first ones to bring sushi into the cinemas. There's nobody who's doing sushi's, so I think it was fabulous and people loved it. I feel that even in the Indian cuisine, we are trying to demystify a couple of things and make them more approachable. Eating in a cinema is very different as compared to eating in a restaurant. You're sitting in the dark. So, the food has to be designed in the manner where you are able to eat without the food slipping out of your plates. So, not only are we trying to make changes and evolve the nature of the dish, but also the nature of the packaging and crockery we use.

What are your best selling items?

Pizzas are always hot sellers. We feel that our Indian chats are best sellers as people love the chats at the cinemas. People love pizzas. They love the new rice bowls. We've introduced Korean noodle bowls, which have been really appreciated quite a lot.

So the demand is coming from?

I feel that the patrons are, you know, more and more traveled as we speak and they expect that quality irrespective of which city they are in. Now, how do you manage the ingredients and the supply chains to get them? Hence, we will see certain differences, but in principle, we are all aligned in the same direction that food has to now evolve.

What technological innovations are you looking for?

Technology plays an important part. As real estate is only getting more expensive, we are trying to utilize lease space for churning out as much food as we can in terms of variety. Some small examples are the accelerator ovens rather than the regular classical ovens that we use at our commercial kitchens. We have now moved towards ovens that work on a combination of impingement plus faster accelerated cooking. So it's, really amazing. Also, in order to look for a resource who can make a good dosa, we've got a bot. So, very soon in one of our cinemas you will see dosa bot making dosas.

What’s are your future plans?

The future plans are on constant training. And how do you basically enrich the experiences of internal as well as external customers? Internal customers being our team that works and the external customers, obviously the patrons that come over there.