10 Popular Pizza Chains in India by Sales & Locations

Established in 1980, The Peninsula Hospitality Group has grown into a formidable force in the hospitality industry with a diverse portfolio of 21 thriving luxury and deluxe economy brands. The group operates 6 hotels and 25 signature restaurants, bars, lounges, and clubs, in the UAE and India. Among its iconic properties are the Peninsula Grand Hotel in Mumbai and the President and Marco Polo Hotel in Dubai, which has been one of the Emirates' longest operating hotels. In an exclusive interaction with Restaurant India, second generation entrepreneur from the family, Rahul Shetty, the Managing Director of The Stables and Peninsula Hospitality Group, talks about its reinvention, re-branding, expansion and much more. Excerpts:

Entering into the Food Biz
Having dedicated 15 years to the profession since 2008, Rahul Shetty has become a seasoned professional in the hospitality sector. His remarkable contributions include the successful establishment and operation of renowned brands such as The Stables in Dubai and Mumbai, Rodeo Drive - American Bar & Grill in Dubai and Mumbai, M.I.T.R.O.N Bar & Kitchen in Mumbai, Opa Bar & Cafe in Mumbai, President Hotel in Dubai, and Kovalam Restaurant in Dubai. 

Rebranding the Brands
Four years back, we did rebrand for Peninsula Grand Hotel in Andheri. The hotel mainly targeted the corporate crowd. Now, we are targeting diverse audiences as we have OPA Coffee chain and Mitron in the same hotel. It’s not about good food anymore, it’s all about experience. We have had changed the logo as it gets outdated over time. We have to reach the right audiences, so this was important. People love to know about what’s in the food, ingredients and what all are being served to them.

Views on Employee Satisfaction and Retention
If you are running a business, lot of departments has to be taken care of. We do have cross training options and also explain an employee of what all can be focused on specific career for motivation. Attrition will be there as it’s a hectic industry. People tend to stick when they have growth opportunity. We have more of male employees in kitchen; while, we have 80% women in bakeries and 10% in hot kitchen. In our workspace, HR and Marketing are dominated by women.

Consistency is the Key
Consistency is something which everyone has to focus on. Not everyone is great. Training the chef and operations staff is important. We train all our head chefs for the new menu. HR is also being trained. Constant growth is the key in running a successful venture.

Trends that will change the eating out behavior in India
-    Vegan, gluten-free food will rule menu
-    Smaller portions will be a must
-    People are becoming health conscious, so, healthy food will be trending. 
-    Club business will come down; soft music will be on trend. 

Differences in UAE and India business
There aren’t many differences in food and beverage business in UAE and in India. But supply chain is different, and sourcing of few ingredients is different as we get it sooner in UAE rather than in India where we need to wait. Adaptability is fast in India these days so even if anyone opens a new concept, people accept it. 

Expansion Plans
This year, we will be opening a new resort, ‘Peninsula Del Mar’ in Udipi district which will be focused on wellness rejuvenation. We want to expand Mitron in other cities and will be focused on tier-2 cities. We will be launching a new brand by next year in Mumbai.

The way we eat is changing fast. In India, more and more food brands are moving to cloud kitchens. These are delivery-only kitchens—no dining tables, no servers, just pure focus on cooking and getting your food to your doorstep. It's a smart model that saves money on rent and staff, while meeting the rising demand for quick, tasty meals at home.

But here’s the thing—none of it works without a strong online ordering system. In a setup where your customer never sees your kitchen, the only connection is through a screen. If your tech fails, your business fails. From how orders come in to how they’re tracked, packed, and delivered—it’s all run by technology. So, for a cloud kitchen, your real front door isn’t your kitchen. It’s your app or website. And if that door doesn’t work well, your customers won’t wait—they’ll just click elsewhere.

Read more: Dark Kitchens vs Cloud Kitchens: Understanding the Difference

The Rise of the Invisible Kitchen

Cloud kitchens—also known as dark kitchens or ghost kitchens—have become a big deal in India. You’ve probably ordered from brands like Faasos, Behrouz Biryani, or BOX8 without realizing they all come from the same kitchen. That’s the beauty of this model—one kitchen, multiple brands, no need for fancy interiors or dining spaces. It saves big on costs. But here’s what truly makes it work: a smooth, reliable online ordering system. Without that, the whole model falls apart. Because when everything runs behind a screen, your tech needs to be sharp, fast, and always one step ahead.

Check more: How AI & Automation Are Transforming Cloud Kitchens

Why a Good Online Ordering System Is Your Real Head Chef

In a cloud kitchen, your customer never meets your chef. They don’t see your space. Their entire experience is shaped by how they place an order online and how quickly it reaches them.

If your ordering system is confusing, slow, or buggy, they will switch to another brand in seconds. So, your online system is like your head chef—the one in control of how your brand is seen.

Also read: How to Start a Cloud Kitchen in India: A Step-by-Step Guide

What a Good System Delivers

Here are five reasons why your cloud kitchen needs a solid tech setup:

1. Fast Order Flow – Orders reach the kitchen quickly and without errors.
2. More Orders, No Chaos – You can handle high volume without confusion.
3. Track Everything – Know what’s selling, when, and to whom.
4. Smart Inventory – Auto-updates when stock is low.
5. Happy Customers – Quick delivery, real-time updates, and easy payments keep them coming back.

With a good system, your kitchen runs like a well-oiled machine.

Order Chaos or Order Control?

Without a proper online setup, many things can go wrong:

• Missed or wrong orders: When online systems fail, orders may get missed or prepared incorrectly, leaving customers frustrated and unlikely to return again.
• Delay in preparing or delivering food: Poor tech coordination can lead to delays in kitchen prep or delivery, which directly affects customer satisfaction and brand trust.
• Double orders from the same user: Glitches in the ordering process may cause duplicate orders, leading to food waste, refund requests, and unhappy customer experiences.
• Out-of-stock items still showing online: If inventory isn’t synced in real-time, customers can order unavailable items, resulting in cancellations, confusion, and a bad impression.
• Angry reviews on Zomato and Google: Negative delivery experiences often end up as poor reviews online, which can hurt your brand image and future customer trust.

This hurts your brand. And in the cloud kitchen space, bad reviews spread fast.

Know more: 12 Delicious High-Protein Foods to Eat Daily for a Healthier You

Systems That Talk to Each Other

A strong ordering system does more than just take orders. It connects with other tools you need:

• CRM Tools: To track and talk to repeat customers.
• POS Software: To manage billing and offers.
• Inventory Tracker: So you never run out of items during peak hours.

When everything works together, your business becomes smarter and more profitable.

Also check: How Cloud Kitchens are Disrupting the Indian Restaurant Industry

How D2C Ordering Can Save You Money

Most cloud kitchens in India depend on third-party apps like Swiggy and Zomato. While these give reach, they also charge high commissions—sometimes up to 30%.

This is where D2C (Direct-to-Customer) platforms help. You can create your own website or app for ordering. Here’s why it’s smart:

• Zero or low commission fees
• More control over offers and data
• Direct link to your loyal customers
• Better margins and branding

Big brands like Biryani By Kilo have their own apps. It helps them retain customers and cut costs.

Using Data to Drive Marketing

This kind of marketing works better than ads. It’s personal and based on actual behavior. Online ordering systems don’t just take orders. They collect data. This helps you:

• Know what customers love: By tracking popular dishes and repeat orders, you learn customer preferences and tailor your menu to match their tastes better.
• Send offers based on their order history: Use order data to send personalised discounts or combo deals, increasing the chances of repeat orders and better customer engagement.
• Create loyalty programs: Reward frequent customers with exclusive offers or points, making them feel valued and encouraging them to stick with your brand.
• Get feedback and improve instantly: Real-time reviews and ratings help you fix issues quickly, improve service, and show customers you genuinely care about their experience.

The Bottom Line!

In today’s food business, tasty meals are not enough. You need systems that are fast, simple, and smart. Whether it’s accepting an order, preparing it, or delivering it—technology is the main ingredient. If you run a cloud kitchen or plan to start one, don’t treat tech as an add-on. Make it your first hire.

Where is your favorite biryani or pizza really coming from? You might think it’s a busy restaurant in your neighbourhood. But in many cases, your food is being cooked in a facility you’ve never seen. Welcome to the world of dark kitchens and cloud kitchens. With India’s food delivery market growing rapidly, these two models are changing how restaurants operate. Let’s break down the difference, see what works for whom, and understand why this trend is booming in India.

Read more: How AI & Automation Are Transforming Cloud Kitchens

What is a Dark Kitchen?

A dark kitchen, also called a ghost kitchen, is a delivery-only food kitchen. It does not have any dine-in space. Customers cannot walk in to eat or pick up orders. These kitchens usually operate in less expensive areas. They focus only on preparing food for delivery. Orders come through food delivery apps like Swiggy or Zomato.

For example, a dark kitchen making only momos in South Delhi may not have any signage or staff for customer service. It just focuses on preparing orders and sending them out through delivery partners.

Also check: How to Start a Cloud Kitchen in India: A Step-by-Step Guide

What is a Cloud Kitchen?

A cloud kitchen is also a delivery-only kitchen. But it often uses technology, data, and branding to scale faster. Cloud kitchens may host multiple brands under one roof. One kitchen might prepare North Indian meals, biryanis, desserts, and Chinese – each under a different brand name.

Cloud kitchens use order data to decide what to cook, how to price dishes, and which dishes sell best in which areas. They operate through food delivery apps, websites, and sometimes even their own apps. Indian brands like Rebel Foods, which runs Faasos and Behrouz Biryani, are great examples of successful cloud kitchens.

Know more: How Cloud Kitchens are Disrupting the Indian Restaurant Industry

Dark Kitchen vs Cloud Kitchen: Key Differences

Here's a simple table to understand the key differences:

So, Are They the Same? 

It’s easy to mix up cloud kitchens and dark kitchens — after all, both focus only on food delivery and skip the traditional dine-in setup. They help brands save on rent and staffing, which is great. But here’s the key difference: cloud kitchens are built to scale, while dark kitchens usually keep it simple.

Cloud kitchens often run multiple brands from one kitchen. For example, the same kitchen might serve biryani under one brand and desserts under another. They rely heavily on technology and customer data to understand what sells and where. On the other hand, dark kitchens usually stick to one cuisine or brand and focus more on cooking than tech. Both work, but they follow different paths to success.

Cloud Kitchen Types You Didn't Know Existed

In India, cloud kitchens come in different types:

1. Multi-brand Cloud Kitchens – Like Rebel Foods, where multiple cuisines are made in one kitchen.
2. Aggregator-owned Kitchens – Swiggy Access or Zomato Kitchens offer space to food brands.
3. Hybrid Kitchens – Some offer takeaways, not just delivery.
4. Kitchen-as-a-Service – Shared kitchens rented by small food businesses or home chefs.

These formats allow brands to expand fast with low risk.

India’s Appetite for Cloud Kitchens

India’s cloud kitchen market is expected to reach INR 2,000+ crore by 2025, growing at a CAGR of 15-17%. Rising demand for food delivery, urban lifestyles, and the popularity of food delivery apps have driven this growth.

Major players include:

• Rebel Foods – Known for scaling fast using tech.
• Box8 / EatClub – Focused on Indian meals with tech automation.
• Biryani By Kilo – Offers handcrafted biryanis, delivered fresh.
• Curefoods – Founded by Ankit Nagori (ex-Flipkart), growing rapidly in India’s health and food segment.

The Cheesy Twist: Ghost, Shadow, and Virtual Kitchens

Ever wondered where your favourite biryani or cheesecake is actually made? Chances are, it’s not coming from a fancy restaurant. It could be a cloud or dark kitchen — often called ghost kitchens, virtual restaurants, or even shadow kitchens. These are kitchens without dine-in space, waiters, or any visible signboards. They live entirely online, and you’ll only come across them on apps like Swiggy or Zomato.

What’s interesting is that several brands you see on these platforms may actually be cooked under one roof. That’s the power of this model. For many small chefs, home cooks, and food startups, this is a golden opportunity. They don’t need to rent a big space or open a restaurant. They can simply cook from a rented kitchen or even their homes, set up a brand online, and start delivering. It’s low-cost, scalable, and perfect for India’s growing appetite for food delivery.

Which Model Is Right for You?

Here’s how to make a decision:

• Low Budget, Single Cuisine? Start a dark kitchen.
• Tech Savvy and Want to Scale? Go for a cloud kitchen.
• Multiple Cuisines or Brands? Cloud kitchen suits better.
• Just Starting Out? Try renting a shared kitchen space before investing fully.

The Bottom Line!

Dark kitchens and cloud kitchens are changing the food business in India. Both models offer cost savings and smart scalability. But they’re not the same. If you're starting out, a dark kitchen is a simple way to test the market. If you’re ready to grow and scale with technology, cloud kitchens can take your brand across cities in no time. In today’s digital-first world, people care more about taste, speed, and value than the location of the kitchen. With the right strategy, even a hidden kitchen can serve a nationwide audience.

Started in 2005, Mirah Hospitality currently operates three brands & 28 restaurants which include Hitchki, Bayroute & Rajdhani. The group was acquired by SKFS hospitality last year to scale its business nationally through strategic acquisitions, with a focus on expanding its food services portfolio and making fresh investments to upgrade and enhance its existing outlets. 

Aji Nair has been associated with Mirah for more than a decade and has seen the brands being launched and growing as whole. In an Exclusive interview with RestaurantIndia, Aji Nair, Chief Executive Officer, Mirah Hospitality shares his insights on multi-brands, expansion, impact of digitalization and much more. Excerpts:

Focus on the Theme
Mirah Hospitality has niche restaurants with different themes and the brand have presence in different cities and the ambience is different from one another. Presenting authentic cuisine and educating the customers of various cuisines is really important. Hitchki has a bar concept, the restaurant is known for their Bollywood theme based with unique names of food and drinks. 

“Competition is high as many restaurants are coming up with innovative concepts and trying to standout from one another. We keep changing the menu in all our restaurants every 6 months as need to ensure we focus on trends and keep reinventing ourselves. Hitchki is following three concepts mainly – in the noon, it’s a restaurant, in the evening it is popular for corporate meeting and at night it’s popular for the nightlife,” shared Nair.

Running a Legacy Chain
Rajdhani has presence of 20 cities in India and has gone international. The brand is adding more vegetarian delicacies in the menu. The ambience is something which makes the brand more unique with traditional dishes in a luxury seating. “We have been serving thalis for a long time now. In our new outlet in Nesco, Goregaon, we are serving food in Golden Thalis to ensure good customer experience. For Rajdhani, 15-20% of sales are from delivery platforms. There is competition in Thali segment as well, so one need to innovate themselves to be ahead of the competitors,” added Nair.

For Rajdhani, the group has Maharajas who innovate the menu on daily basis. The menu differs from one location to other. 90% of the menu is common, most of the signature dishes are common, and the price point differs. For interiors, it remains different in all the outlets. “We don’t use food colors or preservatives. For Rajdhani, we have 4 new outlets coming up in this year,” he further added.

Impact of Digitization
These aggregators have gained the place in the heart of the people.  Nair said, “Customers who want delivery they prefer aggregators or delivery. 15-20% of business is from delivery platforms and 85% are from dine-ins. Reservations through aggregators is very good las we get around 30% booking through them.”

Running a Multi-brand Venture
Maintaining the authenticity is very important; getting the required raw materials available is a task. Customer education is really important, so one has to guide them about various cuisines. Since, all the restaurants are different from one another; we have to market it properly to ensure that all the brands perform smoothly, and it reaches the right audiences.

Expansion Plans
SKFS Hospitality owns 100% shares of Mirah Hospitality today and are planning to launch 1-2 new brands this year in Mumbai. “We have opened 3 new outlets this year. We are planning to expand Bayroute in Gurgaon and Bangalore and thinking to expand in Hyderabad as well, but we are waiting for the liquor license,” he pointed.

Advice to New Restaurant Owners
Be careful on selection of the theme, a venture should be multiplied and sustained to grow further so it’s very much needed to focus on what you do and to have a deeper knowledge on the same. Competition goes on, what’s important is how you survive.

Founding and scaling a company is never simple, but for women, it is typically filled with even more obstacles—biases, assumptions, and the assumption of doing work and home life simultaneously.

Ever wondered how women are making their mark in the restaurant industry which is a male dominated one? Many women restaurateurs have successfully launched their restaurants marking their success in the industry. Let’s have a look at the women entrepreneurs who made their mark in the restaurant industry. Read to know about their journey, challenges and advice they would like to give for future entrepreneurs.

1. Radhika Dhariwal - Director & Founder of Passcode Hospitality

After completing her degree in psychology in the US and Master’s at NYU, she would often visit speakeasies and cocktail bars. After moving to India, she accidentally entered the F&B industry. Her brother wanted to start a nightclub, but instead, they launched India’s first speakeasy-style cocktail bar, PCO, just around the corner from their house in Delhi. 

Thirteen years later, they have 22 restaurants across the country, including brands like Jamun, Pings, Saz, Mister Merchant, and ATM, with locations in Delhi, Mumbai, Goa, Pune, Hyderabad, and Kolkata.  During COVID, when all the restaurants were shut, they launched Maya Pistola Agavepura—India's first aged premium agave spirit. 

“I would say choose something you are passionate about so that it is easy to stay the course, stay dedicated. Not everything is meant to be easy work hard, stay committed, and you will break through. Be mindful of the world around you, choose your battles wisely, and know when to let things go,” she shared.

2. Minakshi Singh, CEO & Co-Founder, Thirsty Three Hospitality Pvt Ltd

“My journey started when I was in second year of hotel management, did bartending at that time and pursued bartending course after college,” said Singh who is known for brands like Sidecar, Speakeasy, Café Lungta, Bhumi Farms, The Brook and India Bartender week.

Talking about challenges she faced, “I could not do bartending back then as there were hardly any women even though I had done the course. I did beverage marketing, sales, training and much more and I got varied level of exposure which helped me grow as well.”

3. Niketa Sharma, Managing Director, Keish Hospitality
Her journey in the hospitality industry has been a rollercoaster of challenges with learning and incredible growth. Started her career at the age of 22, fresh out of MBA from Les Roches, Switzerland; she is known for creating The Thane Club, Blah, Vivi Italian, South Stories India, Masaledar Thane, and Magna Bar & Kitchen.

From securing the right locations to building a reliable team and ensuring consistency in operations, every aspect of the business required patience and perseverance. Over the years, they have successfully launched 6 restaurants across different locations and are exploring expansion opportunities in Mumbai and other cities. 

“To every woman out there dreaming of starting something of her own believes in yourself and take that first step. The road will not be easy, but the challenges you face will only make you stronger. Surround yourself with people who uplift you and understand the value of persistence. The world needs more women in leadership, and your journey, no matter how small it seems today, can inspire the next generation,” she pointed.

4. Mickee (Pratima) Tuljapurkar, Founder La Loca Maria and La Panthera

Opened La Loca Maria as a cozy 25-seater Spanish restaurant with her husband, Chef Manuel Olveira, the restaurant quickly gained popularity. Leading them to expand to a 75-seater within a year, and launched La Panthera, a modern European restaurant with a 100-seater in BKC. She says, “The journey hasn’t been easy, but it has been super rewarding to bring these two restaurants to life. It’s a high-pressure job, especially with all the other challenges like managing staff and keeping an eye on costs,” she mentioned suggesting that for anyone in this industry—regardless of gender—is to prioritize two essential areas: your work and the relationships you build.

Understand your limitations, and don’t hesitate to seek help from those who know more than you. Just because you’re still learning doesn’t mean you’re incapable; you can always find a solution. Learn to say no when necessary and trust your judgment from the start.

5. Nidhi Singh, Co-Founder, Samosa Singh

Samosa Singh is empowering women at every level—be it leadership, operations, production, or innovation. Their production workforce today comprises nearly 35-40% women, which is evidence of their commitment towards creating a gender-diverse workplace. 

“This International Women's Day, let us pledge to push for quicker action, break down barriers, and build an industry in which all women can thrive. Because when women thrive, businesses prosper, and society reaps the rewards. Think Big! Let's lead, let's inspire, and let's create a world where every woman entrepreneur can realize her true potential,” pointed Singh.

6. Poornima Somayaji, Founder – Aragma, Pune  

Poornima’s journey in the restaurant industry has been deeply personal, driven by a passion for food and storytelling, with a focus on everyday ingredients. She envisioned Aragma as a space where dining becomes an experience.

“Like many women entrepreneurs, I’ve faced challenges—navigating an industry that has traditionally been male-dominated, earning credibility as a first-time restaurateur, and balancing creative vision with business viability. However, each challenge has reinforced my belief that resilience, adaptability, and a strong support system are key to success,” she shared by pointing that the challenges will be real, but the industry needs more women to shape its future, not by fitting in, but by leading in their own way. 

7. Lalitha Dutta, Managing Partner, Firewater Neo Kitchen & Bar

“My journey into the culinary world wasn’t a straight path. Growing up, my dad’s pharmaceutical business taught me the dedication, but it was food that truly captivated me. After my MBA and a stint in corporate, I followed my passion,” she said.

With 4 outlets in Hyderabad, the journey has been about self-belief, building a strong team, and proving that hard work and talent can break through any barriers. “Young women aspiring to thrive in any venture: Own your passion with confidence, invest in your skills and connections, and stay curious and adaptable. Success comes from resilience, authenticity, and the courage to challenge norms,” she further added.

8. Arpita Ganesh, Partner and CEO of Catch44 Hospitality

Her journey has been one of resilience, passion, and breaking stereotypes in every industry she has been in as she launched ‘The Bah’ and ‘The South Place under Catch44 Hospitality. Despite the progress made, Arpita has faced challenges, especially in overcoming traditional mindsets and biases, particularly among staff from rural backgrounds. She advocates for a 70/30 female-to-male ratio in frontline roles to further empower women in the industry.

“Believe in yourself, take calculated risks, and push past societal limitations. Women have the potential to lead, innovate, and transform the hospitality industry. With confidence, determination, and a strong support system, they can break barriers and redefine success on their own terms,” commented Arpita.

9. Kareena Bulchandani, Founder, MOKAI 

When we started Mokai in Mumbai, had doubts—mainly because it’s on a one-way street, right next to two well-known spots like Veronica’s and Subko. Starting something different without any background in hospitality was tough, Mokai is a café built on unique experiences—nothing is ordinary here. Kareena has played a key role in curating a one-of-a-kind menu featuring over 50 unique beverages, each distinct in flavor yet crafted with unwavering consistency.

“There will always be people who don’t believe in you—let them be. Those same people will be the one eager to work with you once you succeed. This world is full of people who think they know it all but proving them wrong is one of the most rewarding feelings. If you fail the first time, that’s okay. If you have a vision - NOBODY can ever stop, you from achieving it - Just Manifest” she added.

10. Shreya Nayyar, Co-Founder of The Bagh

When Shreya started ‘The Bagh,’ her goal was to build a space that wasn’t just another restaurant or bar, but an experience deeply rooted in a passion for hospitality. Bringing something contemporary yet soulful to Amritsar, a city known for its heritage and culinary legacy, was both thrilling and challenging.

Their latest concept is all set to redefine dining experiences in Amritsar. The new restaurant is a 5,800sqft with globally inspired dishes, indulgent desserts, and a good cocktail programme.

“The world is shifting, and the hospitality industry is no exception. Women are no longer just participants; we are change-makers. If there’s one thing I’ve learned, it’s that waiting for the “right moment” is a myth. The moment you decide to back yourself is the right one. Build fearlessly, learn constantly, and never hesitate to take up the space you deserve,” shared Nayyar.

It is quite evident that South Indian Restaurants are quite popular in India and in international markets. With the growing need of comfort food, there is a boom in the restaurant industry especially for the South Indian food internationally. The cuisine of Andhra Pradesh, Karnataka, Kerala, Tamil Nadu, Telangana, and the union territories of Pondicherry and Lakshadweep are all considered to be part of South Indian cuisine. Spices like mustard seeds, curry leaves, tamarind, and asafoetida are frequently used in South Indian cuisine; the spice level may differ as per the consumer preferences.

With South Indian restaurants thriving, the full-service restaurant market in India is expected to grow to USD 64.72 billion by 2030. The brands are expanding through various models which are Franchising Model where many brands, like have expanded through franchising to minimize operational risks, targeting areas with high Indian and South Asian populations, such as the US, UK, UAE, Canada, Australia, Singapore and Southeast Asia, adapting to local markets where they can tweak the menus slightly to cater to local tastes while maintaining authenticity (e.g., Jain-friendly or vegan versions of dishes), tech & delivery expansion wherein brands can partner with food delivery platforms to reach a broader customer base and premium positioning & branding in which some brands are positioning South Indian food as a premium, healthy dining option rather than just street food.

Trends & Innovations in the International Restaurant Industry
While Chef Kishore Kumar Neethinathan, Executive Chef, Radisson Blu Hotel and Suites GRT Chennai & Ministry of Chutneys added his views on trends in the international restaurant industry.
•    Plant-Based & Vegan-Friendly Menus – Many global consumers prefer plant-based food. South Indian cuisine already has many vegetarian options that can be marketed effectively.
•    AI & Automation in Kitchens – Brands are using AI-powered kitchen robots for dosa making, reducing labor dependency.
•    Sustainable & Eco-Friendly Packaging – Growing demand for biodegradable and compostable food packaging.
•    Ghost Kitchens & Virtual Brands – Cloud kitchens allow brands to expand without major investment in dine-in spaces.
•    Tech-Enabled Customer Experience – Self-ordering kiosks, AI-powered recommendations, and blockchain for food traceability.

Challenges in International Expansion & Solutions
1.    Ingredient Sourcing
              Challenge: Finding authentic ingredients abroad can be difficult, impacting food taste and quality.
              Solution: Partner with local suppliers, import key ingredients, or set up centralized production hubs.
2.    Cultural & Dietary Preferences
              Challenge: Some global consumers are unfamiliar with fermented foods like dosa or idli, and spice levels may need adjustment.
              Solution: Educate through storytelling, food tastings, and clear menu explanations. Offer milder spice variations without compromising authenticity.
3.    High Operating Costs
              Challenge: International markets have high labor and rental costs.
              Solution: Lean operations with smaller, tech-enabled kitchens, cloud kitchen models, or co-located food court outlets.
4.    Regulatory & Compliance Issues
              Challenge: Each country has different food regulations, tax structures, and labor laws.
              Solution: Work with local consultants and legal experts, use franchising or joint ventures for easier market entry.
5.    Brand Awareness & Competition
             Challenge: Competing against well-established Indian and global brands.
              Solution: Differentiation through unique dishes, storytelling, digital marketing, and collaborations with influencers.

“South Indian cuisine may be too spicy or different from local tastes, requiring adaptations to menus. Not all guests are familiar with Indian flavors and spice level, so there is a strong reason to tweak the menu and the recipe to adapt the local taste buds. To overcome the challenges, brands should have strategic partners within each country who understand the local regulation rules and laws, which streamline the overall operations,” notes Anand Krishnan, Director, Namma Veedu Vasanta Bhavan.

Anand adds, “VB WORLD, the new avatar of Namma Veedu Vasanta Bhavan, offers a unique culinary experience with the combination of international and pan-asian cuisines. A lot of countries do have an own rules and regulation for the labor visa, it to overcome we must keep average of 30 to 40 employees as a buffer for the upcoming projects,” 

 “We have successfully expanded our footprint by bringing the rich legacy of Dindigul-style biryani and Tamil Nadu’s culinary heritage to international markets. While India remains a priority, we are strategically expanding in the Middle East & Sri Lanka. Our growth model focuses purely on company-owned outlets to scale efficiently. Our vision is to globalize South Indian cuisine while preserving authenticity. The future lies in hybrid dining models, tech-driven experiences, and sustainable expansion,” shares Nagasamy Dhanabalan, Managing Director, Dindigul Thalappakatti Restaurant

There are various challenges in manpower for international expansion which includes:
1.    Shortage of Skilled Indian Chefs- South Indian cuisine requires specialized skills (Dosa making, Sambhar preparation, Tiffin dishes). Finding chefs abroad who can replicate the authentic taste is a challenge.
2.    High Labor Costs in International Markets- Countries like the US, UK, Canada, and Australia have strict labor laws and high wages, increasing operational costs.
3.    Work Visa & Immigration Restrictions- Many countries have strict regulations on hiring foreign workers, making it difficult to bring chefs from India.
4.    Cultural & Language Barriers- Hiring local staff may lead to communication gaps and difficulty in training them to prepare traditional dishes correctly.
5.    Employee Retention Issues- High turnover rates in the restaurant industry can lead to inconsistent service and additional training costs.

How to Compete with Other Brands in International Markets
Nagasamy discussed about the competition with other brands in the international markets which includes:
1.    Emphasize Health & Authenticity – South Indian food has a natural health advantage (fermented foods, low oil, and gluten-free options). Positioning it as a wellness choice can attract a wider audience.
2.    Strong Digital & Social Media Presence – Using Instagram, YouTube, and TikTok to showcase food-making videos, traditional recipes, and customer experiences.

3.    Strategic Partnerships – Collaborating with local grocery stores, Indian cultural events, and food bloggers to build brand presence.
4.    Menu Innovation –  Creating fusion dishes that blend South Indian flavors with local tastes (e.g., dosa tacos, idli burgers).
5.    Experiential Dining – Offering unique dining experiences like live dosa counters, self-ordering kiosks, and interactive storytelling about South Indian cuisine.

Future in International Markets
South Indian restaurant brands are scaling internationally, driven by the global demand for regional Indian cuisines. The future is certain that the market is expected to grow internationally with more brands competing globally and expanding in the untapped markets.
 

The food and beverage (F&B) industry is among the world's fastest-expanding service sectors, boasting an impressive annual growth rate of 7.2 percent.The food service market in India was estimated to be about 70 billion U.S dollars in 2023. It is estimated to increase to 125 billion U.S dollars in 2029  as reported by Statista. With the aim of maximizing profits, restaurants and F&B brands worldwide are continually striving for financial success. Beyond the pursuit of profitability, these businesses bear a significant responsibility towards societal well-being, known as Corporate Social Responsibility (CSR). CSR emphasizes the importance of businesses contributing to societal benefit through responsible practices and initiatives.

Under the recent amendment, companies achieving either a turnover of INR 1000 crores or a market valuation of INR 500 crores are now obligated to allocate 2 percent of their average net profits from the past three years towards Corporate Social Responsibility (CSR) initiatives. This marks a significant shift from the previous approach, where CSR activities were purely voluntary for corporations.

Corporate Social Responsibility encompasses a variety of legal and operational measures a business can undertake to positively impact society. For example, KFC has adopted initiatives focused on waste management, water conservation, and staff training to enhance its environmental contributions. Such measures demonstrate how restaurants can actively participate in resource conservation and societal awareness, thereby fulfilling their role in societal betterment through mindful operational practices.

Why restaurants should consider CSR?

Recent research highlights that over three-quarters of global consumers lean towards purchasing from companies that are socially responsible. This trend extends into the dining sector as well, with patrons willing to spend an additional 5 to 10 percent for the assurance that a restaurant invests in its community.

Echoing these findings, KT Prasad, Country Sales Director at Zendesk, emphasizes the critical role of a responsible corporate image in India. He notes, "To navigate the crowded and competitive market landscape successfully, Indian brands have recognized the necessity of presenting themselves as conscientious entities." This insight underscores the strategic importance of Corporate Social Responsibility (CSR) in building brand loyalty and sustaining business growth.

Chains like Starbucks is deeply committed to Corporate Social Responsibility, actively working to expand its FoodShare program. With ambitious goals, the company aims to deliver 50 million meals to those in need by 2021. Through significant investments in research and quality control, Starbucks is perfecting a process to distribute fresh, ready-to-eat food to help alleviate hunger. Furthermore, Starbucks is taking strides to reduce its environmental impact, focusing on decreasing its use of plastics. This initiative is part of a broader strategy to enhance sustainability and support the communities it serves.

“Employees are more productive at work when you give them the chance to contribute to their passions and when you incorporate their advocacies with their work. For restaurants, these can result in better service and an overall lighter and  more positive atmosphere for everyone,” Abhimanyu, founder of Zing chain of restaurants commented.

What all CSR activities F&B brands can engage in?

There are a lot of scope of small or larger impact CSR that restaurants company can engage. Irrespective of the fact that its a single outlet brand or a multiple outlet brand, CSR can take place in numerous ways. 

Adhering to ethical standards, providing fair compensation, and maintaining transparency are fundamental. Implementing motivational schemes and recognizing employees' contributions cultivates loyalty and appreciation, enhancing their connection to the company. Investing in employee development through training and aligning their advocacies with the workplace not only benefits personal growth but also strengthens the business. These practices demonstrate a commitment to fostering a supportive and enriching work environment.

Adopting waste management strategies, including the promotion of reusable containers and the 3 R’s (reuse, reduce, recycle), forms a critical part of Corporate Social Responsibility (CSR) activities for restaurants. These practices not only mitigate environmental damage but also align with efforts to give back to the community through donations or participating in local initiatives. Such CSR activities underscore a restaurant’s dedication to social responsibility and environmental stewardship, enhancing its reputation and community relationships.

Leading by Example: For a Noble Cause

In India, where many face hunger and live in less developed areas, restaurants are emerging as vital support systems. These establishments not only cater to locals in need but also offer a helping hand to budget-conscious travelers, underscoring that access to food transcends luxury, it's a fundamental need. Through their actions, these restaurants exemplify how CSR initiatives can manifest in even the simplest acts of kindness.

Pappadavada in Kochi, led by Minu Pauline, stands out for its unique approach to tackling food waste and hunger. This establishment features a refrigerator outside its premises, named the "tree of goodness," where patrons are encouraged to leave leftover food. This initiative ensures that the excess food is redistributed to those in need rather than being wasted. Pauline notes that this act of kindness has not only elevated the restaurant's reputation within the community but also deepens the ethos of serving the public good through business. This innovative concept is seen as a step towards changing societal attitudes towards food waste and hunger.

Jubilant FoodWorks engages in various CSR activities focusing on nutrition, sanitation, and community welfare. They support meals for underprivileged children, improve sanitation facilities in schools, and run skill development programs for youth and women. Their efforts also extend to healthcare by providing mobile health units and organizing health camps, reflecting a holistic approach to societal development and well-being. 

Similary, at Zomato, their CSR efforts are focused on addressing crucial societal issues including hunger, malnutrition, and providing access to quality education and healthcare. Their initiatives aim to promote gender equality, support the elderly and differently-abled, and enhance vocational skills, particularly among women and children. Environmental sustainability forms a core part of their agenda, emphasizing animal welfare, agroforestry, and conservation. Zomato also contributes to national relief funds and engages in projects designed to uplift socially and economically disadvantaged groups, aligning with government-established objectives for comprehensive social development.

The drive towards CSR within the F&B sector illustrates a growing recognition of the industry's role towards betterment of society. It's an acknowledgment that businesses have the power and responsibility to effect positive change. As companies adopt more socially responsible practices, they not only contribute to societal and environmental betterment but also set a new standard for success one that measures achievement not just in financial terms but in the positive impacts to the community at large. 
 

We all love our food more than anything else. There are few people who do not like to eat their chicken loaded burger or taste a slice of their favourite pizza. We all love to go to the fast food restaurants and love the ambience and the vibe that these places have. But we hardly know why these restaurants use colours that influences us to come back to them again and again.

It’s no surprise that color influences our sense. But have we ever wondered that why all top brands have their logo in bright colours such as red, yellow and blue. Even in the restaurant and food industry, colour has a huge role in visual perception, emotion and human behaviour. As they say, we eat with our eye first. And, there is no denying that how much colour entices us and trigger our appetite.

Whether it is about restaurant desin, logo, branding and marketing or for that matter food presentations we see that all top QSR brands use bright colours that increases our appetite to try a product. According to research published earlier, “Fast food restaurants globally use colours like red, yellow and blue around their stores because it revs up people's appetites, making them hungry, which therefore makes them more likely to enter the store and buy more food while they are at the store.”

Also, studies have shown that colour red is stimulating, exciting and is associated with lots of activities. And, it doesn’t however prove that this makes you hungry. “You not only eat through your tongue and taste but through your eyes and hands. It is all about involvement of senses. The food has to be presentable and attracts guest,” shared Abhijit Saha, Founding Director of Avant Garde Hospitality Pvt. Ltd that owns award winning restaurants like Caperberry and Fava.

Meanwhile colours like yellow and blue, evokes happiness and friendliness. “There are few colors that are very attractive and also entices taste buds. Red and yellow are colors used globally. However, in India red symbolises non-veg and hence has to be carefully used. We have used hot pink and yellow for our brand Dhadoom, as this combination appeals to millennial and also depicts playful recipes we serve there, added Karan Tanna, CEO, Yellow Tie Hospitality, adding that the logo colors help to create brand positioning and loyalty in long run.

Also, globally McDonald’s is changing few of its store design to green to give customers a natural, healthy feeling as green symbolizes nature and environment. Though, it might happen that brands use these colours to make them stand out remembered by the guests for long, the myth about it making people hungrier is still a question.

Hence, we can say that global brands understand the importance of colour and branding and they know how and where to use the right colours.

From quite early, Anaida Parvaneh, once famous as the pop-singer in the 90s and now the Chef and Partner at SodaBottleOpenerWala in Powai in Mumbai, started doing the pop-ups for “fun”. She sought peace in cooking while going through a rough phase in her life. “I started doing the pop-ups to distract myself,” reveals Anaida.

Spilling the beans on the expansion of SodaBottleOpenerWala, Anaidah says, “We are already in nine cities and now planning to open new outlets abroad - New York and Dubai.”

In a candid conversation with Restaurant India, Chef and Partner Anaida Parvaneh reveals her unconventional style of kitchen management and the promotion strategies at SodaBottleOpenerWala, Powai in Mumbai.

Cooking is More Powerful than Music or Art

I used to do many cooking pop-ups, earlier. It was during one of the pop-ups in Delhi that I realised that cooking was way more powerful than the music or art. No one will say if your song is bad but with food the reaction is instant. People were sceptical about my cooking, at first, especially the media persons. I am talking specifically about one of the pop-up cookery shows in Delhi. As soon as they tasted the food, their perception changed. With food, it was that session, that day, when I knew I will go ahead. My chef at the pop-up events showed confidence in me, too.

Must Read: Know Your Clientele: Varun Puri Suggests Restaurateurs

The Chef Behind Launching Baklava at SodaBottleOpenerWala

I was fed up of Baklava everywhere else. The eateries then would give 250 gm of Baklava for Rs. 800 with hardly any pistachios or almonds in it. I felt the need for introducing the authentic Baklava to the people. Initially, I launched Baklava as Diwali gift at SodaBottleOpenerWala in Powai, Mumbai. It went flying. I could have priced it really well as it was three times better quality from what we were already getting in the market (laughs off).

The work was not done till yet. My research and development happened by just observing people at the restaurant and it was instant. You can do a fabulous job with a little bit of observation. I found people needed to break the Baklava, and that’s how I realised I have to make it a bit smaller.

Click to Read: Focus On The Technicality of Your Product

The people’s reaction got me hooked. My food made them so happy. The fact that you create art on the plate and people take it in a positive way by feeling good - is a big honour.

People would come to me and say, “I have never had a meal like this.” For people in India who are addicted to chillies and spices, it takes a lot of guts to serve food that has no chillies in it. I am also serving a riceless biryani; the cuisine had no rice originally.

It needs a lot of guts to serve that kind of food and seeing it become a success. It can’t be more delicious than this!

Being Rigid on Cooking Authentic Iranian Cuisines

It might not be as commercial as a tandoori chicken but I have stuck to making Iranian food. There are enough people in India who understand Iranian food. People know they won’t get these cuisines elsewhere. Therefore, I stayed authentic to stay true to that particular lot of customers. Besides, I also do fusion and slightly add an Indian touch to the food I cook. But my cooking will always remain Persian, primarily, because that’s my foundation and I understand it from every bit of my soul. Right now, I am serving Persian Spice Sizzlers at SodaBottleOpenerWala in Powai, Mumbai. The food has remained very much Persian but I have added a twist. I am serving a sauce along with Persian Spice Sizzlers. If anyone needs spicy sizzlers, they can add the sauce. The food in itself will remain authentic with a few alterable tastes. That’s a big challenge but I am able to manage.

Also Read: Read 4 Keys To Designing Casual Dining Restaurants

Marketing Strategy at SodaBottleOpenerWala Powai

There are a couple of things that I do at my outlet in Powai in Mumbai and it has received a good response from the guests.

- One of them is – We have a very good live band named Pratibimb. They are smashing. You have to see how good they are and literally, I have guests who come to listen to music. Even if there won’t be any place to sit, we have guests who would sit on the table in the corner with food on their lap just to enjoy the music.

- We started Ladies Compartment on Wednesday. The Wednesdays are dedicated to ladies, with a lot of things – from discounts to meditation, free workshops to book readings. If a woman walks into SodaBottleOpenerwala Powai on a Wednesday, she will feel that she is being celebrated.

- Another important thing for me is to make sure that my kitchen is happy, and the food served is good. Then, I make sure my service staff is good. I know that people go to restaurants as they want to spend some quality time with their family and friends. And if my staff is not in good mood, no matter how much they pretend – I am an energy worker – it will show up. I am very happy that SodaBottleOpenerwala, at all the outlets, is a pro-staff and treats them well. Being in the business, of course, we have to be strict but the spirit is such that we are pro-staff. That makes a very big difference for me. My idea of doing business is very unconventional. People might not agree on my working style at the moment but later they do agree and ask about it.

Deciding the Kitchen Staff

I do not interfere in the operations that much. But then I select from the selected few for my kitchen.

Food Trends in India

When I moved to India, in Mumbai per se, I wouldn’t get anything that was not spicy anywhere other than on a five-star continental menu. Eating was a big problem back then. That is why I started to cook. Indians were not experimental earlier – you had Indian food and then you had Chindian (Chinese + Indian). After the satellite TV came to India, people started experimenting. But the new generation, now, is all about creating new experiences. I find the new generation being a lot more experimental and opened up. And, hence, I find the food trends further going to the experimental cuisines.

People have started to get health-conscious, not in a diet manner. If you study statistics, dieting works only 2% of the time. If you ask me, I would say no diet actually works. You need not suffer or starve. I believe in the traditional ways of eating food. What my grandmother would suggest eating I will have it. I believe in local cuisines and healthy food. At SodaBottleOpenerWala in Powai, I had launched Chef Bowls. It has seven elements like a Budhha bowl – curry, dal, rice, two fried potato sticks. The fried is not considered healthy but I look at it in a way that if you enjoy food, a small portion isn’t bad for you. Ghee or coconut oil, if taken in small portions, are good for health. 

People are growing health conscious in a more healthy way. The kind of direction where food trends are going is the kind I am adept at. I have been doing this for the longest time. People are going more holistic in their diet and eating habits.

Click To Know More About Food Trends in India

After setting foot in North Campus, Cha Bar, Delhi's most popular and frequented tea bar, opened doors to South Campus students at Satya Niketan. 

Now students can relax and unbend from their hectic lectures with a nice brewing cup of tea at Cha Bar, Satya Niketan in Delhi. The tea bar is located near Venkateswara College.

Cha Bar's Head, Nitin Warikoo introduced the experiential set up showcasing not only the extensive varieties of tea and food but also the beautiful tea serving settings in their authentic style. Designed stylishly with modern aesthetics, the new Cha Bar serves a variety of teas and scrumptious snacks at this new outlet.

Cha Bar has now 10 outlets located across major cities in India. In Delhi NCR, Cha Bar is located at Two Horizon centre Gurugram, Satya Niketan, Kamla Nagar and Connaught Place. The first-of-its-kind urban contemporary space created a rage in Kolkata in 2000, turning tea from a dry page in history to a lifestyle drink!

Also Read: Delhi’s New Café Offers 50+ Tea Varieties

The brainchild of Priti Paul backed by the generations of Apeejay Surrendra Group's experience in tea plantation business, Cha Bar became an integral part of the iconic Oxford Bookstore. The concept was expanded pan India integrated into Oxford Bookstores and customers loved the experience of being able to browse at leisure, leafing through the books of their choice, over a cup of tea from the wide selection available at the Cha Bar or simply unwinding with friends sipping the rejuvenating beverage, iced or piping hot!

Whether one prefers a rich, full-bodied, strong flavour, or a light fragrant taste, the Cha Bar offers a wide and enviable choice. Cha Bar menu is refreshed regularly with additional varieties of exotic teas and scrumptious snacks with in-house experts at Apeejay Tea Group with experience of nurturing tea in its plantations dating back more than a 100 years and renowned chefs of the Apeejay Surrendra Park Hotels with 50 years of experience in fine hospitality and award-winning food and beverage offerings.

From the Flowering Teas, Organic Teas, Herbal Teas, Diet Teas, Fruit Teas, Bubble Teas to an exclusive range of Darjeeling, Nilgiri, Sikkim and Oolong, complimented by the best in Arabic, Chinese, Japanese, Moroccan, Russian, Sri Lankan, South African and Thai Teas - make up more than 150 varieties on offer to create pure joy for our customers as they browse through a book by their favourite author. Cha Bar's Menu boasts of exotic and cultural blends like the Moroccan Mint, South African Rooibos, Decaf Teas, Green Teas and Ayurvedic Teas with healing powers and all of them are popular amongst our patrons.

Also Read: How This Tea Cafe Is Brewing The Success Story

The special category of 'Chai Hindustani' and the Cutting Cha has been reinvented at Cha Bar. Single Estate Virginal Teas from the plantations in Upper Assam are also served here in a truly contemporary setting delivering an experience that has made Cha Bar a preferred destination. It was in April 2007 that the tea café brought Bollywood Masala Mix Cha, Truck Drivers 100 Mile Ki Cha, Katakali, Formosa Oolong, Yellow Tea, Emerald Green, Vervain Blue, Jasmine Pearl, Chinese Lapsang Souchoung, Verbena Tea, Licorice Tea, Fruit Melange, and Japanese Genmaicha to our Menu.

To complement the collection of teas, Cha Bar offers a wide selection of Ala Carte savouries such as fresh wholesome salads like the Mediterranean salad, classic Caesar with a choice of dressings that are perfect for a nutritious meal.

Scrumptious finger foods like chilli cheese toasties, cha piazi, cocktail sausage rolls and fish and chips are the ideal appetizers to share with friends and family.

Other titbits include the classic English tea sandwiches, pita wraps and rolls, house special soft-centred muffins, freshly-baked cookies and cupcakes, home-style special cakes and pies like the carrot and walnut apple and cinnamon pie is perfect to round off tea-time or take away. Other delightful savouries include Falafel Hummus in pita pockets, Barbeque Chicken sausages, Paneer Khurchan roll, Keema Samosas and Double chocolate chip and walnut cookies.

A beautiful November evening in New Delhi was just right for the launch of the genre-defining restaurant Farzi Café, at Aerocity. It is a high-energy space offering a casual dining ambience, where the guests can enjoy a tapas-style menu, showcasing fusion dishes from around the world along with an array of molecular cocktails and liquor options to choose from.

The Location-Based Theme

Image Courtesy: Farzi Cafe

This newly launched outlet of Farzi Café is located close to the drop-off area and can be spotted from far. As we enter, there’s a live music and lovely folk on the dance floor, immediately setting the mood of the place. There’s a lot of seating downstairs and as we go up the restaurant, the seating next to the French windows with a great view are the USPs.

Considered as the ‘man with a vision on a mission’, Zorawar Kalra, Founder and Managing Director of Massive Restaurants Pvt. Ltd., said, “Aerocity is a new and upcoming project with an incredible location and access to foreign tourists and big MNCs. As a result, it’s a very well planned area with ample and easy parking. Being close to both Gurugram and Delhi, patrons can access this area easily.”

The Design of Farzi Café, Aerocity

Assorted Poppadums Dips | Image Courtesy: Farzi Cafe

Best described as a fun-filled modern Indian bistro, guests at Farzi Café in Aerocity will experience the finest modern Indian food. Infusing a generous dose of Indian flavours and influences, Farzi Café is the perfect blend of modern culinary techniques of molecular gastronomy and presentation styles offering a high-energy dining experience.

The idea behind the decor is adapting the aviation theme given the location is Aerocity. Headlight Design has done the concept and design, while Studio Brahma has done the interiors and other elements.

Also Read: Creating a Bold Experience

“We are very excited for this launch as this is our third outlet in the city and twelfth in the country. We’ll be also launching in London by the end of this year and another five countries. While we continue to innovate and showcase various aspects of the cuisine from the vastness of the country, we promise to remain true to the Farzi concept – to provide a cutting-edge and innovative dining experience to each and every guest. Also in this Farzi Café, the focus on music is going to be huge with 15 gigs planned every single month providing the ultimate platform for established and budding performers. The visual design is also very unique. The restaurant has a very New York Vibe and a lot of effort has been put into imbibing an aeronautic theme into the visual design.  Other innovations include an all-new menu design and direction and an inclusion of some new menu sections such as international favourites, sizzlers and curated cocktails,” he added.

The Menu

Avocado Achaar | Image Courtesy: Farzi Cafe

In the victory loop of its launches, Farzi Café has now set its sight on the realm of Aerocity to attract the gourmet diners and the youths. The restaurant not only marks itself as a trendsetter in the culinary history of India but also as a critically acclaimed, multi-award winning concept offering an exclusive dining experience.

Speaking about the menu, Zorawar Kalra said, “The menu has been radically enhanced with 30% addition of new dishes. Also, it’s a lot more focused on international favourites. The menu is smaller and easy to read.”

The menu at Farzi Café Aerocity has been curated to treat palates by taking on global comfort food, using fresh and robust ingredients and infusing them with Indian cooking styles and flavours. There is a variety of starters like Murgh Shorba with pulled chicken khari, Caesar Salad, Farzi Chakhna Plates, Smoked Kakori Kebab, Masala Jackfruit Cigars, Pizza Kulcha, Vegetable Khurma roll and Sizzling Chicken.

For meat lovers, there is Mutton Gilafi Seekh roll, Tandoori Gosht shoulder and Achari fish tikka, Tandoori New Zealand lamb chops and more.

Slow-cooked Baby Lamb Shanks (left) and Murgh Shorba, pulled chicken khaari (right) | Image Courtesy: Farzi Cafe

The main course includes special biryanis like the Lucknowi Subz Tehri, Shawarma Biryani and the Dum Chicken Biryani, followed by innovative mains like the Asparagus and water chestnut khurma, the slow-cooked Lamb Shanks Nihari and Mutton Kuzhambu.

The exhaustive menu includes exclusive dessert options to tantalize your taste buds including Rasmalai Tres Leches, Parle G Cheesecake, Chocolate Dome on Fire and more.

At the Aerocity, a standalone restaurant with a wide variety of innovative food is a great business idea as well because it offers travellers staying at the hotels around some relief than the regular five-star dining and ambience. For the city folk, a destination like this offers an ease of dining away from the hustle bustle of the restaurants located in crowded markets or at malls, along with great music and drinks. Overall, I think the café is a winner all the way.

Music has played an important role in life but have you ever wondered how music can change the way we see it!

For a restaurant business, music is considered more than the décor and slightly less important than the food it serves. When it comes to making business successful, music has been proved to be a boon, especially in restaurant business.

One might not even notice the tune or wordings of the music played in the background while in a restaurant, but it surely makes a difference.

India’s food and beverages (F&B) industry is growing at a rapid pace of 10% from USD 48 billion in 2016 to reach USD 77 billion by 2021, says NRAI Food Service report.

Today, the industry is going through an exciting phase where country’s private final consumption expenditure accounts for 60% of the total GDP and is predicted to reach USD 2.4 trillion by 2021.

It works as an appetizer:                                  

Listening to the noise of cutleries, while your order is yet to come, develops a sense of irritation which leads to disinterest in the food, so when music is played, it suppresses the noise of plates and spoons from the ambience, it keeps the interest of the customer intact.

Music also helps in holding the curiosity for the food ordered by the customer; more or less it works as an appetizer.

Makes the customer chew faster:

Studies have shown that slow tempo music has resulted in patrons spending more time during their restaurant visits. However when patrons are exposed to upbeat restaurant music, the number of bites and sips per minute increases, which makes the customer order more food and drinks, while enjoying the music.

Drinks cost a lot more than food items and people order more of drinks when they are in an aura, of loud music. Even posh crowd love to have their favorite expensive glass of wines, while swaying with softer notes.

Keeps the employee energized to work happily:

Studies have also shown that when music is playing in the background, the brain secretes dopamine, which triggers the adrenaline hormone and lets people work more. So music also helps in making the staff work more that too happily.

Staff which are constantly serving, cleaning tables, taking orders need to be active and happy, music helps in driving them active and happy.

Happy staff, happy customer, what more can a business ask for being successful. Thus music is considered more than just a décor.

Keeps the customer engaged:

The chef or whosoever is preparing the food, ordered by the customer needs certain time span to prepare it and place it on the table for the customer. If the restaurant happens to be crowded, there are high chances of making the customer leave and look for other options, which is where role of live music comes into play.

Live music, where the artists are playing or simply an artist playing an instrument adds a lot to the colors of the restaurant, moreover it will keep the customer engaged till a level that he/she won’t even realize their waiting time. Even the customer won’t mind paying extra tip for the pleasant experience.

Sets the mood right:

Food is a therapy for four sensory organs and music adds to the left one. So a combination of good food and good music releases happy hormones in people; a happy customer is the key to successful food business.

“With growing number of workforce in corporate and IT sector, demand for eating out has also risen up. Restaurants are coming up with diverse options from exotic dining options to healthy options. Customers are also more aware about various cuisines and want mix of both home food options to street food options,” says Pariekshit Madishetty, MD, Grid Logic Hotels and Resorts.

Indian restaurant business is pushing its limits and is bravely trying new things, to enhance its reach to its customer base.

A report produced by Research and Markets say that Indian fast food market is expected to grow at a CAGR of 18% by 2020 due to changing consumer behavior and demography.

Fast food market in India is expected to be worth US$ 27.57 billion by 2020.

About 10% of the fast food market in India is organized. NOVONOUS estimates that the organized fast food market in India is expected to grow at a CAGR of 27% by 2020.

Vegetarian fast food constitutes of around 45% of the whole fast food market in India and is expected to grow at a CAGR of 18% by 2020.

According to the report, global fast food market was valued at over USD 539.63 billion in 2016, is expected to reach above USD 690.80 billion in 2022 and is anticipated to grow at a CAGR of slightly above 4.20% between 2017 and 2022.

Indian food and restaurant market has boldly adapted kiosk model, also known as ‘Grab and go’ model to match steps with the fast moving world.

Here are some points to back that ‘kiosk model is turning big in India’:

Overcoming Space Constraints:

India is home to close to 1.3 billion people, where the fight for space is always going to be the problem for living as well as setting up a business.

This kiosk model is great option for overcoming the space constraint, as it can be opened in small space. One needs a kitchen space to cook, and a counter.

Time Limitation:

People like to have their food in peace but the hectic life schedule has hardly left any time for having a meal peacefully. One can compromise with the comfort but not with the taste and nutrition.

The sole purpose of eating out or anywhere is the quality of food, one pays for. This is what makes the kiosk model easy to run and all they have to do is maintain the quality of food.

No Extra Investment:

The best part of kiosk model is there are no unnecessary investments other than paying the staff and things required for cooking. There is no extra investment involved for hiring more staff for serving and cleaning purpose, or interior decoration or sitting arrangements or valet parking.

The entire focus of the business narrows down to maintaining the quality of the food, being served to the customers.

Attracts More Crowd:

These kiosk models can be opened in shopping malls, amusement parks, theme parks, and multiplexes, where the crowd is always high. And eating in a restaurant is not every one’s cup of tea; these kiosks will let them have the luxury of having restaurant food, without feeling inferior or showing off.

It will further help in marketing the brand to broader audience, when they are exposed to the quality of food and variety of options than the regular ones.

Health and Hygiene:

The food served in this kiosk model is well maintained, keeping health and hygiene in mind. This factor will attract more crowds towards it. And more crowds mean more business.

These provide the improved version of food such as clean, hygienic and healthy snacks compared to the roadside eateries. Many highly renowned brands have adopted this method and have witnessed a relatively better growth in their business.

What innovation is happening at your hotel to attract new age customers’?

We are coming with new restaurant and food concepts with evolving industry and keeping up with trends. The new feather in the cap is Royal Brewery Bistro serving authentic Italian and & Mediterranean cuisines.

What all things come along in designing the menu at Royal Plaza as you are running multi brands?

Keeping in mind the guest feedbacks on the menu selection and ever evolving food evolution with highlights of our Master Chef’s Expertise form a basis of menu designing that’s how we run the menu at our hotel. We are coming up with fusion and molecular cuisine with excellent flavours for any guest to enjoy the every bite they have at our restaurants.

Please tell something about the supply chain management in your hotel. Who are the suppliers?

There are different vendors for all food items, to name a few is very tough but yes we do keep in mind ensuring the vendors are best in the industry with great quality standards.

How much does food and beverages contribute to a hotel business?

Food contributes to around 70 per cent whereas beverages 30 per cent of the sale at any hotel business keeping in mind the kind of restaurant concepts they have.

What are the different types of cuisines served at your restaurant?

We are catering to different palates for our customers. At Hotel The Royal Plaza we are serving Oriental Cuisine showcasing- Schezwan, Cantonese, Thai cuisine. Lutyens- 24 hours multi cuisine dining restaurant showcasing the best of culinary delights from across the globe and Indian delicacies, Royal Brewery Bistro- showcasing the cuisines from the Mediterranean and authentic Italian flavors, Lord William Tea Lounge showcasing the best of Patisserie & Tea Snacks.

How are you marketing food at your restaurants?

The best way of marketing for any food is through word of mouth via patrons who help us in building a brand. Rest we keep on having food festivals and celebrity events happening where our chef’s showcase their excellence and being promoted through all channels of media-print or digital portals.

What is the contribution of a good menu in the restaurant business?

It is the most important part for any restaurant business it’s like a backbone, so as said earlier while designing the menu all needs related to guests, market are kept in consideration for same.

It is said that “sales in Indian restaurants are dropping.” What are the reasons for this?

It’s a generic statement I feel being made, rather I feel the amount of inbound guests or International travellers coming they are much more inclined towards the Indian food

Tell something about your journey in the world of food.

I started my journey 16 years back and having worked with the leading luxury brands in the hospitality industry it has been a great learning. Learning new cuisines like European, Spanish, Oriental, Japanese, French, Global list can go endless. But yes it has been a great delight to be associated with the industry and everyday has been a new learning in flavours.

We have seen that regional food has taken a new form these days. What’s your view?

Yes it’s evolving especially if I talk about Gujarati & Konkani food that is developing more of acceptance in North.

How familiar are you with the legalities involved in opening a restaurant? Are you planning to open up your own restaurant?

Being part of industry yes surely aware of all the compliances needed for opening of a restaurant. Not immediate but in future you never know what might be in store shall fulfil few dreams.

At a time when there are 100 of restaurants opening daily building a brand and continuously expanding it to new markets is a tough task. Now a days we see that people open a restaurant with lots of zeal and Tamasha but sorry to say that there are only 5 per cent of them who actually survive in this tough market.

According to experts, the capability of an organisation depends on three virtues- resources which can always be bought and added; processes which converts resources into products at the end of the day and finally the priorities. Start-up these days are mistaken on these parameters and are in a hurry to excel brands without having a strong backend or research in place and that’s where they fail. “When it comes to scale, every promoter gets in the business with some vision in mind, someone getting in because it is glamorous and they won’t be the part of journey, somebody getting out and working on something or somebody just got dive into the business- its lovely and at the end you all have your goals coming in. The first would be either of the three or they are over aggressive and they don’t want to do wrong things. Whether you commit so many things during first and second year and then you pull it back and rather you have done something and you do not do how to go further,” believes Reynold Fernandes, CEO- Oriental Cuisines which is running restaurants brands like Wangs Kitchen, China Town and the French Loaf amongst others in India.

Also, India being a tough and demanding market there is chances that people do not accept those changes quickly. They take some time to accept the changes in the market. For example...the first bar and night club in India was not that hit as we see the trend catching up these days. And, it is because of the market only as it is becoming much more mature today. “With any new products that you do there is chances that you fail. With scaling up you need to know the market...go slow, keep research ready,” adds Mihir Desai of The Bar Stock Exchange fame who innovated the idea of drinking at a bar by setting price according to the stock market adding that since there is less concept bars in international market and we got lots of buyers for our brand. We did research and will be opening Dubai soon.

Expanding beyond geographies involves lots of challenges and risk. If you are not well aware of the market, trend and the people preferences in that particular market. There is a greater chance of failure for amateur who are continuously doing new. But there is a crowd out there who believe in taking risk and innovative things. And, based on the responses this kind of brand or owner decides what to do next.

“I am a risk taker. Once we got out our fear, we can do anything. We are one of the few restaurants in the world which serves four bases,” shares Vipin Sachdev, MD at Tuscana Pizzeria which was among one of the top franchisees in Asia and who took it as a challenge to open his own restaurants out of the desire that if he can manage work at Subway, why can’t he have his own restaurant.

Though, it is not easy to own and win as a restaurateur. But if your prepositions are in place you are definitely going to rule the restaurant business. 

After being a crowd favourite for over 6 years, Mamagoto introduces its newest outlet to the Noida audience. Nestled in the heart of Noida, the quirky Pan Asian restaurant is situated inside India’s largest destination mall – DLF Mall of India.

The new outlet spells ‘home’ to not only its existing customers, but also to the crowd of discerning locals seeking authentic and affordable Pan-Asian flavours at a relaxed and casual space.

Noida, being one of India’s fastest growing commercial hubs, makes it the perfect setting for Mamagoto for its lively and cultural appeal.

Designed by Azure Hospitality’s creative director Chetana Vij Sharma, the restaurant has vibrant, eclectic and quirky signature graphics designed exclusively for the outlet. The unconventional and edgy décor at the outlet creates the perfect setting for a fun Asian eating experience.

The menu at Mamagoto is thoughtfully curated with dishes that are predominantly of Asian origins, focusing mainly on the regional cuisines of China, Thailand and Japan (including a few from Indonesia, Burma and Malaysia).

All dishes are presented in a signature style while retaining the classic flavours of Pan-Asia. Each dish has been an experiment that combines different complimenting flavours, to give our potential customers familiar tastes in an unfamiliar manner.

The menu boasts a selection of scrumptious appetizers, soups, salads and the Mamagoto signature rice and noodles that are served in a bowl, along with dishes from the Robata Grill, which uses a Japanese form of coal firing barbeque cooking.

To add to the further excitement, Mamagoto also brings the “Anti Buffet” luncheons to its patrons, giving them the luxury to choose what they want and how they want at attractive and pocket friendly prices. This innovative concept enables the customer to customize their own wok by selecting their choice of sauce, meat, rice and noodles. The menu at the Anti Buffet includes customized soups, salads and, a live teppanyaki counter, and well-paired desserts.  The Anti Buffet presents Mamagoto’s signature spread of live cooked, fresh Asian street Hawker cuisine.

The fun doesn’t end there, as Mamagoto also introduces the concept of Mama Tiffin, packed with a quick and delicious lunch for busy people. The Mama Tiffin offers a wide selection of freshly made dishes including our old school vegetarian or non-vegetarian Chicken Gyoza and our celebrated Thai Papaya Salad.

As the steward of some of Australia’s favourite franchise, retail food brands including Donut King, Brumby's Bakery, Michel's Patisserie, bb's cafe, Esquires Coffee, The Coffee Guy, Pizza Capers Gourmet Kitchen, Crust Gourmet Pizza, Gloria Jean’s Coffee and CAFE2U , looking at a strategic entry to the Indian market. In an exclusive interview to Restaurant India, Andre Nell, CEO, Retail Food Group, shares about their international business and the entry into the Indian food arena. This will be second stint of Gloria Jean’s Coffee in India. What made you look for India as the next market to enter?

We acquired Gloria Jeans’ December last year.  And today, with more than 105 million customer visits per year across an outlet network which boasts over 3450 stores across Australia and internationally, RFG has built an enviable reputation founded on its ownership of renowned brand systems, robust operating procedures, innovative marketing and a commitment to provide ongoing support to its franchisee community. We see India as a strategic location to open our franchise outlet as this market has grown enormously in last few years.

What competition do you see from the local players here?

Our history is based on system and processes and it dates back to 1999 with franchisee progress and brand standards. Coffee, for us is a significant part of the growth. Patisserie focus brands with have French heritage, Donut king with coffee and donut offers wide menu range and we have two very premium pizza brand and crust pizza. The brands are focused ingredients by giving the customers very premium offers.

What are your criteria for searching the right partner into the Indian market?

We are looking to engage with the right partner and ultimately to bring the entire brand to the market. First we will see that what we launch into the Indian market is successful. We are looking for a Master franchisee partner, but we are open to JV, depending on the capability of the partner. A person with strong Food and beverages experience and capability from a management perspective with a strong financial background to grow the brand into the Indian market would be our preferred partner.

When can we see the brand entering the Indian market? And which are the top cities in your radar?

We would complete initial deal in six months. We would target Mumbai and Delhi majorly. First focus would be on these two areas, tweak the menu accordingly and then expand.

Tell us about your global operations?

We have more than 3450 outlets in 58 territories across the world. Three top performing countries are Turkey, China and Malaysia. Initially, if we find the right partners in about 6-12 months would establish the brand into the market.

How much are you afraid of entering into the Indian market?

There is no doubt that India owns some of the good brands in the world, but we believe in our brand and our brand is a premium brand and we focus on it only.

Gloria Jean’s has already closed its operations here. Don’t you think it may affect your business?

Gloria Jean’s already closed in India when we acquired the brand in December 2014. So, we can’t comment on this. But, we really are very sure that with us Gloria jean’s can achieve in this market.

Don’t you think it’s too late to enter India as we have some of the amazing brands already doing well in the country?

We are hearing that the trend towards food and beverages is really picking up and we are very correct about the timing in that perspective.

Mast Kalandar which started its operation in Bengaluru serving North-Indian cuisine in the southern region has grown from a regional chain to a national brand over a period of time. Here are excerpts from the interview:

How did the idea of serving a north Indian delicacy in Bengaluru popp up?

My wife Pallavi and I were working with IT professionals here and we were not getting our kind of food in Bengaluru as we were working as a technology professional in the city. The food which was available here was not of good quality, and we could not get at cheap price point and according to our taste. And then we decided that why don’t we start delivering the food ourselves.

As you have now raised four round of funding, what is your next big investment plan?

We are not looking for any investment right now, but within next six months, we may look into raising another round of funding to grow our business in other regions.

Supply Chain and inventory management can make or break a restaurant? Who is your supply chain partner?

As far as the inventory is concerned, we do a just in time kind of inventory and maximise the inventory management to reach to best possible cost, making sure there is no food wastage.

We don’t have a supply chain partner as we do it ourselves. Though some of the vendors supply directly to our warehouse, but from there the supply chain is all ours.

You are presently operating in cities like Bengaluru, Pune, Chennai and Hyderabad. What is your expansion plan?

We are planning to enter Delhi-NCR and Mumbai by next year. We are also looking for some interesting cities in South India and other parts of India; Coimbatore, Kochi, Mysore, Vishakhapatnam in south, in central we are looking at Surat, Ahmedabad, Indore, and in North India we are looking at Lucknow, Dehradun, Chandigarh and Ludhiana and Nagpur in the West and Kolkata in the East.

You recently closed your website migrating to MK Dabbawala app. What was the need? What is the number of orders that you receive on a daily basis?

We noticed that it was more relevant from customer’s expectations and demands because when a customer comes to our website, the thing is that he wants to order food, but now we have two different models which are available. One is the MK Dabbawala which is a fresh menu everyday kind of a concept, where the menu is changed every day and the food delivered is very fast. Other is the Mast Kalandar menu from which when you order, the order goes to the respective outlet and from there it is delivered to you. Our motto is to give the customer what the customers want.  After almost a month’s launch of Dabbawala app, the orders have increased to a large extent and we can say that we are already the market leader in food-app segment.

Through mobile channels we are giving around 2,000 meals a day and through outlets it is anywhere between 15,000-20,000 orders a day.

As you claim to serve fresh and authentic foods of North India. How do you maintain the authenticity and from where did you source the ingredients?

We source the ingredients from various cities across India. Some of the ingredients come from Pilibheet, Meerut, Modi Nagar, Hakrat, Jaipur, Jodhpur, Bikaner, and Kolkata amongst other. We want to source products from places which are known for their cuisines. Meanwhile, our cooks are all from north India so they know the basic cooking and we also train them for our developed recipes. We also try to maintain the same consistency and taste across all our outlets for which we have an audit team which will go all around our outlet and they will check whether the cook has prepared the meal correct and its taste is good or not.

You have a daily changing menu at MK Dabbawala. So, how difficult or easy it is for you to balance the changing menu?

For the creative side, we have a brain storming session and we decide the dishes, but from a production side, we have the expertise in-house, the corporate chef and the team who takes care of the production, so it’s not a challenge. The bigger challenge is thinking about new dishes.

What is the most challenging role of a restaurateur that you think differentiates him from other segments?

I think the most challenging role of restaurateur is to keep up with the demands and expectations of the customers because over a period of time it keeps changing.

Who do you see as your competitor?

We have two types of competitors today. One is, irrespective of the cuisine, the restaurant offering in same price point, we consider KFC, McDonald’s, Domino’s as our competitors. So from price point wise, all the global chains, fast food chains, local chains even the local dhabas are all our competitors. And from cuisine point of view, there are various online channels that have come up with a variety of cuisines. And from retail perspective, there is no one who’s our direct competitor, but there are many small north Indian restaurants who have opened in various cities are our competitors.

Who do you see as your customer in the market?

Our customers are mainly the educated-middle class customers who are migrants or the locals. Almost 50 per cent of our customers are people who have come from other parts of India. A typical customer is a professional from a technology company or a banking and finance.

What is your expansion plan for next two years?

We want to become the largest Indian chain, in fact, in this category, we are already the largest chain. We want to be around 500 outlets in next five years and in next two years, I think we will reach about 200 outlets. We also want to build our technology business on pan-India basis and want to reach at least 20 cities in next two years.

Recently, the T2 at CSIA, Mumbai hosted the first ever Mumbai Food Festival at The GVK Lounge by TFS and Performa – the country’s first ever common, state-of-the art luxury lounge. Travel Food Services (TFS) is a part of K Hospitality Corp. K Hospitality Corp today is amongst one of the largest conglomerates in the F&B sector with a dominant presence across major verticals including hospitality, food services and travel retail.

TFS, India’s largest F&B concessionaire in the travel retail sector, is in the process of rapid expansion across all ports of travel including airports, railways and highway catering, while its other associated enterprises under K Hospitality Corp continue to substantially grow their landside operations. Here are excerpts from the interview:

T2 at the CSIA recently hosted the first ever Mumbai Food Festival at the GVK Lounge by TFS and Performa so please tell us about the festival and what reactions did it garner?

TFS was started with the aim to transform the F&B experience of travellers. Mumbai is a city that never sleeps and we wanted to create something that is one of a kind, by offering our guests something extraordinary at the lounge that excites and helps them re-interpret this maximum city through F&B. This was an endeavor to offer our international guests a long lingering thought and flavor of Mumbai and an opportunity to experience local delicacies which they might have missed in Mumbai. On offer were also some lost and rediscovered recipes and spices. The response has been positively overwhelming with the most appreciation coming from our expatriate and celebrity passengers. Infact, the GVK Lounge has been nominated as Asia’s leading airport lounge at the World Travel Awards 2015. Mumbai festival presented authentic local recipes along with unique sights and flavors of Maharashtra. On entering, passengers got a glimpse of a combination of motifs that epitomizes the spirit of Mumbai; A photo booth offered guests an opportunity to wear local turbans and caps traditionally worn by the various local communities that reside in Mumbai, and take pictures to create memories.

The Business Class Lounge exhibits a stand with totems such as torans, jasmine garlands, lemon and chilli at the entrance, depicting the various items used as local fare in homes. The Mahatrashtran themed menu included Malvani dishes- Prawns Koliwada, Chicken Sukhe, BharliVaangi, Bhakri, MasaleBhaat, Amti, that were served in the iconic ‘dabba’ (steel) tiffin along with koshimbir, mango pickle and a lemon wedge. All courses on the menu had been designed to reflect the Mumbai flavour. Guests could sample Kheema Pav, Patti Samosa, Batata Vada and Pav Bhaaji in an enthralling environment. There were special chaat (light snack) counters that served the tangy and spicy favourites such as Dahi Batata Puri, Sev Puri and Bhel on specially printed food grade newspaper to lend it an authentic feel. We also had a palmist reading hands and a photo depicting the scene of Mumbai which was very interesting. We had several celebrity guests who were extremely excited including our Chief Minister Devendra Fadnavis and Ratan Tata who were fascinated by our food and a truly world-class ambiance.

How did the idea of tapping non-traditional locations like an Airport germinate?

Over 40 years we have gradually built an F&B conglomerate which has an aspiration to be world class and has got recognition all over the globe. Initially our focus was only on the landside F&B business across high street and mall locations, and we were committed to developing a F&B franchise with superlative brand equity. After having done so, we realized that we retained the operational expertise in F&B which could be harnessed effectively. 

We were always fascinated with the travel business and had been studying the potential of F&B in the travel retail sector. We entered the industry when it was still in a nascent stage in India. It is a tough business as rentals are very high and the business takes time to mature. With the rising income levels, proliferation of inexpensive air travel and privatization of airports, the travel retail sector is poised for robust growth.  Backed by our experience and learnings drawn from our years in the F&B business, we realized that we could extend and leverage our F&B operating expertise also in the travel retail sector, especially within airports. That became the genesis of TFS which is today one of India’s largest F&B concessionaire in the domestic travel retail segment, catering to about 110 million discerning passengers.  

With several different brands under K Hospitality Corp, what according to you is the most emerging and profitable trend today?

Our landside operations are growing substantially and on an overall basis, our landside as well as travel business are seeing some great traction over the last 5 years. Approximately our landside business constitutes 50 per cent of our revenues while the remaining 50 per cent is contributed by the travel related businesses.

Two key areas we are excited on, first we have seen a great deal of recognition and a strong identity for our Indian food brands of Copper Chimney and Bombay Brasserie, and I personally believe that Indian food was not the past trend, but in reality will continue to be a hallmark of our F&B landscape going forward. Second, for our travel related businesses we have seen great up take for our brands such as Cafeccino and Idli.com that were created in house and now have garnered considerable fan following at airports. Further I believe our concept of Irish House is a huge opportunity with long legs to run, and we are extremely passionate about it.

In India, we constantly work to create new, exciting concepts & brands. As I mentioned currently, in our landside operations we are focused on our key brands Copper Chimney, Bombay Brasserie and Irish House that have been created by us, and I see them as strong and well differentiated brands with different target audiences.

What is your expansion plan for the overseas market?

Presently, we are primarily focused on India although we do also have presence internationally. In the restaurant business, we have done a successful start with franchising of Copper Chimney in Kuwait, where it has become the leading Indian restaurant. We have even opened a second branch there.

At the airports, we are very successful in India as well as in Oman. We may also look to expand in, as a first step, in markets that have a preference for Indian cuisine primarily in the Middle East and SE Asia such as Malaysia, UAE and such other markets. Over time, Copper Chimney has gained in popularity amongst not only Indians, but also among non-Indians. Through my interactions I have seen that people in the US and European markets know what the brand is about and our famous items.

According to you, how is disruption helping the growth of restaurants in India?

I believe, that the rise of online deliveries and new age start-ups is actually helping restaurants with deliveries getting better. Most of the restaurants today give delivery at home or office a great of importance and there is a conscious effort at ensuring food reaches customers as fast as possible after delivery, with most brands trying to ensure it is at your door within 45 minutes to an hour.

Unlike online retail, the F&B segment in India has not seen a tremendous online explosion yet but is well-placed for significant growth. The challenge is that people always prefer to have that touch and feel experience when dealing with any aspect of their food ordering experience. E.g. we have attempted to make our products available to customers through the online channel with a tie-up with www.DeliveryChef.in. So this is definitely a key area of focus for us. Another key aspect of home delivery is packaging – which is crucial as most food items have a short shelf life and people prefer to consume the food fresh.

Which among your brand is your favorite and why?

That’s is a very difficult question to answer as each of our concepts are bespoke and very differentiated brands, and I strongly believe in each one of them. However, I do tend to have a soft corner for Copper Chimney for the taste, its universal appeal and the fact that I have grown up from a small boy with that taste being a significant part of the upbringing. The brand is 43 years old and has successfully retained its position, legacy and food quality all of which with has translated into a strong consumer loyalty and die-hard fan base. Over the years, the brand has strengthened its presence across India and globally presenting the best of North-western frontier cuisine to guests.

What is your take on in-flight catering, which are the airlines partner you have?

In-flight catering is a very competitive business especially considering the direction the aviation industry is taking over the last few years and its challenges. TFS has a close and valuable association with gate group, with whom we operate the current lounge at Mumbai Terminal 2 and we had done some in-flight partnering in partnership with them. Gate group is one of the largest independent global providers of products and services related to a passenger's onboard experience. However, currently this is not a key focus area for us, at least for the foreseeable future.

When will you start with railway and highway catering? And what would be the plan?

We believe there are significant opportunities in both railways and roads – where we can provide a transformational experience for travelers. We are exploring these businesses as it is still early days. And we understand the opportunities including tenders floated by the government. These companies could be the government agencies which are giving out space for highways and railways such as IRCTC. For highways, we are looking at operators of hubs of highways like on Mumbai-Pune expressway.

Our railway catering would either be on the platform or could be delivery to inside the train through e-catering, because it’s all related to people on the move. Recently we won the tender for the Vishakhapatnam railway station and we are excited to bring our skills to attempt to effect transformational change in the F&B experience of travelers.

What are your quality order standards with suppliers?

We are among the few Indian companies which send in-house quality & audit team to suppliers to examine and scrutinize their standards and we ensure they are certified by the necessary government authorities before we start business with them. We, however, do not just follow generally accepted standards but in addition attempt to enforce higher standards on the products & supplies we receive. We don’t allow compromise in the aspects of handling of the products and freshness of the products we serve, and take all customers complaints extremely seriously.

How do you manage the large pool of skill set?

Our staff is our strength. In K Hospitality Corp we are proud of our over 4000 staff members, who we train in-house. Across all operations, we hire skilled labor but also give opportunity to grow to unskilled people and ensure they undergo rigorous training to inculcate them in our organization. We also have a very flexible HR policy that allows to us to ensure that we give exciting opportunities to youngsters by offering them the opportunity of working in different verticals as they progress in their careers.

What is the supply chain process at your end and who are some of the major suppliers?

We have a very robust supply chain process which is almost like the spine of the organisation that sustains it. We request for tenders and operate in a systematic and transparent manner.

Please tell us about K Hospitality?

The Group is instituted on a strong heritage of over 40 years in the hospitality and food service industry. It was founded in 1972, by my father, the late J K Kapur, with a single Indian restaurant in Mumbai. K Hospitality Corp has, over the past four decades leveraged its strong operating expertise and has emerged as one of the largest hospitality and food service organizations in the region, with over 400 outlets and 4000 employees. K Hospitality Corp operates across diversified verticals spanning: specialty restaurants, bars, cafes, large scale F&B venues concession management, banqueting, outdoor catering, sports & industrial catering and travel retail.

Following this development, the business segments have now been reorganised into two main business divisions Hospitality & Food Services and Travel Retail. In Hospitality, we have large scale F&B Concession management, restaurant management, under Food Services we have banqueting, catering and corporate food services while Travel Retail includes airport F&B, lounge services and merchandise/convenience stores.

How you have designed your online engine and what are the promotional strategies you have kept in place to generate sufficient conversion online?

Globally, Subway restaurants have online platforms to enable remote ordering. However, in India, we are exploring possibilities for the effective implementation of the same.

Give us an overview of your last five year expansion achievement. How many outlets and what are the cities you have expanded lately?

The last five years have seen the Indian economy expanding and the world become a smaller place. Household incomes have risen as well as the number of working women, all of which has contributed to the trend of eating out. Subway India’s expansion plan aims at achieving the 600-restaurant milestone by the end of 2015 from the present 472 restaurants across 70 cities. Subway recently celebrated the opening of South India’s 100th restaurant in Mysore, Tamil Nadu. This year, Subway also reached the milestone of opening the 100th restaurant in Delhi NCR. The world’s largest restaurant chain has a business model that is equally suitable for both the metros as well as tier II and tier III cities in India.    

What are the new products you have introduced in your portfolio? Who are the target audience for these?

Subway restaurant chain believes in constantly evolving with the changing consumer needs and preferences. A recent survey revealed that India has a large number of vegetarians (one in three Indians is a vegetarian). Based on the fact, the brand introduced four new vegetarian submarine sandwiches (subs) this year – Mexican Bean Patty, Green Pea Patty, Chatpata Chana and Hara Bhara Kebab. Through the new introduction, SUBWAY’s Indian menu now offers a balanced mix of vegetarian and non-vegetarian subs to its consumers. 

Subway consumers are people who make choices that support an active lifestyle. The brand endeavours to offer its consumers the choices that suit their palate as well as nutritional requirements.

What are the kind of innovation you have introduced in your business strategies and how these have been benefitting you?

Subway restaurant chain has an internally-developed POS software, designed specifically to support the unique requirements of its franchisees and customers. Similarly, Subway distributors use state-of-the-art softwares to manage logistics.
The company also provides online training modules to all levels of employees in the organization. Additionally, there is "The University of Subway" which is an online training platform that is available to all franchisees. 

As an industry expert, how do you see the growth of Indian retail and what would be your future prediction for the industry?

Indian retail industry is recognized as one of the most dynamic and fast-paced industries the world over with several new players looking to enter the market and changing consumer behaviour poised to bring a new revolution in Indian retail.  According to a research by India Brand Equity Foundation, food & grocery accounted for nearly 69 per cent of total revenues in the retail sector in 2013.

The future of Indian retail looks promising in the presence of favourable government policies, innovation in technology and a highly-competitive market.

Tell us your biggest learning that has helped you to reshape your retail enterprise?

From our decade long experience of operations in India, we have learned that one has to continually adapt according to the needs and preferences of the market in order to gain a strong foothold. Over the years, Subway India has integrated local taste and flavours in its menu offerings and introduced an entire range of localised products for Indian consumers. Keeping ethnic preferences in mind, the brand has also opened purely vegetarian Subway restaurants in select locations. Space permitting, the vegetarian and non-vegetarian counters are also kept separate.