South Thindies, a self-service eatery in south Bangalore, sells on an average around 5,500 “half-coffees” a day. A “half-coffee” is 80ml filter coffee sold at Rs. 7 (the equivalent of Mumbai’s cutting chai) for those who need a quick caffeine fix. Venkatesh is just one of several customers who spill out on the pavement in front of the crowded snack outlet.
After years of travelling the world, Prabhakar helped start a restaurant called Café Darshini, the first joint of its kind with an open kitchen and food-grade steel, in 1987. Soon after, he shared the concept with another relative, G. Janardhan, who used to run a south Indian restaurant in Jayanagar called Pavithra. Sold on the idea, Janardhan opened Upahar Darshini (UD) in Gandhi Bazaar in Basavanagudi in 1989.
The trendsetting self-service outlet UD was 900 sq. ft in size—400 sq. ft was used for the open kitchen space and the rest for a few tall tables for customers to stand and eat at. Since the area was already teeming with old-time eateries such as Vidhyarthi Bhavan and Brahmin’s Coffee Bar, which also served the usual breakfast and tiffin options such as idlis and dosas, UD could have been a me-too joint. But residents rushed in, drawn in like bees to honey.
“We weren’t serving prepackaged food, it was fresh breakfast that people ate at home. Only, we offered it faster and tastier,” says Janardhan. The pricing was an added bonus. “At a time when other restaurants were serving coffee at Rs. 2 , I sold it at Rs. 1,” says Janardhan.
“I started the race, he grabbed the baton and is still running,” smiles Janardhan. Adiga now has 15 branches across the city, three of which are franchises, and plans to open many more on the highways that lead to Bangalore.
Tags: south thindies, darshini franchise, UD Franchise, Upahar Darshini Franchise, vidhyarthi Bhavan, Brahmins Franchise, Brahmins Coffee Bar, adigas franchise, vasudev adigas, shanti sagar franchise.
Source: Live Mint, Jan 27 2012.
This Blog/Information/Press Release/Information has been posted by Sparkleminds, A Franchise Consulting Company Based At Bangalore, India, Offering Complete Franchise Solutions Nationally and Internationally for more than a decade now.We specialize in Food Franchising In India, amongst our various franchise verticals, providing assistance to the franchise industry at large.Visit www.sparkleminds.com for more details.
“The restaurant trade in India is growing exceedingly fast. There will be a few strong groups that will become national players and we are well-positioned to be among them,” says the upbeat executive director and co-founder of JSM Corporation Pvt Ltd, which is a master franchisee for the restaurant brands in India.
Singh has no doubts that the casual dining business in India is the best bet for an F&B entrepreneur. Taking stock of his brands’ performance, he says Hard Rock Café has done well in every market that it has a presence in India. The first café was launched in Bangalore in 2006, followed by Mumbai, Delhi, Pune and Hyerabad, and Singh has planned two more location launches in 2012.
Shiro, an in-house premium lounge bar brand offering Oriental cuisine and exotic drinks, started in Mumbai two years ago and has since moved on to Bangalore and New Delhi. But Singh is cautious about Shiro’s expansion plans. “We are very selective about Shiro’s growth. This year, we are starting one each in Nigeria and Las Vegas,” he points out.
It’s clear that JSM GGC, the joint venture which runs these restaurants, is not keen on churning them out in large numbers. Even in the group’s pizza offering, the California Pizza Kitchen (CPK) chain, Singh intends to open five or six outlets each year.
The American chain, unlike its other well-known players in the business (Pizza Hut and Domino’s) will remain a casual dining restaurant chain offering soups, salads, pizzas and pastas made ‘onsite’ and with ‘fresh ingredients,’ says Singh, making the distinction between CPK and other pizza chains very clear.
Apart from freshness, CPK’s other claim to fame is its celebrity patron guests: Hollywood diva Cameron Diaz or teen sensation Miley Cyrus. While former US President Bill Clinton frequents CPK for his favourite pizza, an outlet in Maryland played host to the first family when President Obama’s daughter celebrated her ninth birthday.
“As a brand proposition, we are unique in India. Apart from the two popular brands, there was no third alternative and now you have a very different proposition. We are far more adventurous than other brands but we will not expand like other brands,” says Singh.
With four CPKs in the country and five more next year, Singh is already looking forward to introducing another restaurant brand to Indian foodies: Trader Vic’s, a Polynesian restaurant chain, and Mai Tai, a line of premium lounge bars. While he’s in the process of tying up with a high-end Japanese restaurant brand with the first of the restaurants to be launched in Mumbai soon, he says Mexican food is also doing well in India.
There’s no doubt that Singh is treading the right path in the food industry. Studies show that Indians, on an average, eat out once in two weeks, while in Jakarta it’s 44 meals a month and in Hong Kong it’s one meal a day. “We have a long way to go in casual dining,” he says.
While there’s no stopping the fast-paced growth of the estimated .3-billion Indian food service industry, growing at about 30 per cent annually, Singh is more worried about the talent needed to run the industry than the rising commodity prices.
“As the country grows, our purchasing power will increase. Therefore our bottom lines may not be impacted, although I wish we could manage our costs better,” he says.
But the challenge staring the industry would be scarcity of skilled talent, he points out. “One has to invest a lot of time and money in training and upgrading skills.” JSM GGC now employs 1,350 people and would double the number next year. There are few training schools and companies have to set up a pretty strong internal training system, is his advice.
Singh is surprisingly averse to experimenting with different formats for food retailing. “I’m not comfortable with the smaller format space.” He’s also not enthused by retailers’ new pet spaces: airports and business parks. “In Hyderabad, we opened an outlet in the airport and shut it and are not very keen on it now. Of course, it’s not an experience that defines airport retail,” he clarifies.
On business and IT parks, he sees the danger of his outlets turning into small niche places. “We have got so much potential for us in traditional locations, so many cities in India. We don’t have to be looking for these kinds of alternative spaces.”
Source: Anjali Prayag, Hindu Business Line, 10 Jan 2012.
Tags:Hard Rock Cafe Franchise, Shiro Franchise, Mai Tai Franchise, CPK Franchise, Trader Vics Franchise, JSM Corporation,
This Blog/Information/Press Release/Information has been posted by Sparkleminds, A Franchise Consulting Company Based At Bangalore, India, Offering Complete Franchise Solutions Nationally and Internationally for more than a decade now.We specialize in Food Franchising In India, amongst our various franchise verticals, providing assistance to the franchise industry at large.Visit www.sparkleminds.com for more details.
The Halifax outfit offers online ordering and bills itself as “a fast-food restaurant that offers a variety of popular Indian dishes available for takeout, delivery and catering.”
“We compete directly with any other Indian restaurant, but at a larger scale, we compete with any of the fast-food retailers,” Chacko says. And he sees an opportunity there.
“Even though Indian cuisine is nothing new in the food space, there is a gap for a strong player in the fast-food market for Indian cuisine. For example, there is Manchu Wok that specializes in Chinese cuisine, and New York Fries that specializes in fries, and Wok Box that does Asian, and Mr. Greek that does Greek cuisine.
“Our goal is to be that leading fast-food operator for Indian cuisine and bridge the gap that exists for a franchise operation serving authentic Indian cuisine.”
In developing the menu and product lines, Chacko has tried to pay close attention to what his customers want.
“Based on feedback and demand, we have defined our company’s three main lines as retail, catering and packaged goods,” he says. “We are a couple months away from launching our packages of roti bread for distribution.”
Gracious Indian has been in business for a couple of years, and Chacko is using his business background to manage the company’s growth. After university, he worked in business operations at several different companies, honing his skills and increasing his knowledge.
Then he went back to the source — his mother’s cooking.
Chacko’s parents opened the Halifax restaurant Merose Indian Cuisine in 1993. They have since retired, but their input was invaluable in getting the new operation off the ground, Chacko says.
“All of Gracious Indian’s recipes come from my mom, who looks at cooking as a hobby and has a true passion for food.”
Eric Crowell, director of the Saint Mary’s University Business Development Centre, says Chacko was wise to look to his background when seeking a competitive advantage.
“That’s always smart, to ask yourself ‘What do I have that not too many other people have, or are using? Could I make that an advantage? What innovative strategies or changes could I put into place that would differentiate my offering from what’s out there already?’ “
Use new tools to help you innovate, Crowell suggests. Online ordering, which used to be a novelty, can be a simple process now. And that’s a space where Nova Scotia still has plenty of room for expansion.
“A lot of customers love the take-out and delivery experience, which was traditionally used for pizza and burgers,” Chacko says.
As Crowell notes, often you can take what you already have or what you already know and build a solid business around it. It’s important, though, to be ruthlessly honest with yourself about the offering you have, the competition that exists or may develop, and whether there’s a real market for your business.
And get your business skills up to par.
As Chacko says, “I’m not a great cook, but I am good at managing business operations.”
With the right recipes behind him and with a willingness to take reasonable risks, he can keep the Gracious Indian delivery drivers busy.
Thriving in Tough Times is a series developed by the Saint Mary’s University Business Development Centre in Halifax.
Source: Martha Wilson, Deccan Chronicle, June 20.
Tags: George Chacko,Gracious Indian,Indian Fast Food Restaurant,Indian fast food operator,Indian Fast Food Chain,Indian Food Franchise In US,Indian Food.
This Blog/Information/Press Release/Information has been posted by Sparkleminds, A Franchise Consulting Company Based At Bangalore, India, Offering Complete Franchise Solutions Nationally and Internationally for more than a decade now.We specialize in Food Franchising In India, amongst our various franchise verticals, providing assistance to the franchise industry at large.Visit www.sparkleminds.com for more details.
Ajay Kaul is hungry for time. The 45-year-old CEO of Jubilant FoodWorks, the master franchise for Domino’s Pizza in India, looks constantly at his watch, the ticking minutes whetting his appetite. And it figures: Kaul’s pizzas have to reach customers in 30 minutes and he wants to open more than 60 new outlets every year.
As he launched Jubilant’s 300th outlet in Delhi’s Pitampura last month, Patrick Doyle, the global CEO of Domino’s Pizza Inc, said, “Our teams in India and Louisiana, USA, are two of the largest and best franchisees.” At a growth rate of nearly 42 per cent for the last five years, the company’s India operations are its fastest in the world.
Doyle’s and Kaul’s appetite for India is shared by competitors. Whether it is multinational chains like McDonald’s, Pizza Hut, KFC or homegrown ones like Sagar Ratna, Yo! China, Haldiram’s, Bikanervala or Nirula’s, they are all racing to open new restaurants. McDonald’s, which had 20 outlets in India till 2002, has 187 today. It plans to open 200 more over five years with an investment of Rs 500 crore. Yum! Restaurants, owner of the KFC and Pizza Hut brands, plans to add 15 and 20 outlets respectively.
The story is repeated across the road with Nirula’s looking to add 120 new points of presence, Sagar Ratna 35 new outlets by December and Delhi-based Bikanervala and Haldiram’s four-five new outlets every year. Even traditional entities like the Bangalore-based MTR Restaurant and the Chennai-based Murugan Idli Shop (MIS) are looking at Delhi and Mumbai, “for the first time in 80 years”, according to Hemamalini Maiya, managing partner, MTR Restaurants.
The temptation was just too hard to resist. Maiya says expanding beyond Bangalore is something her late father (who started the restaurant) would never have approved of, but that makes clear business sense. After all, says Gaurav Marya, president, Franchise India, “India is the biggest consumption market in the world.” Even chains like Dunkin’ Donuts, Popeyes Chicken, Pizza & Co, Swensen’s and Burger King are in talks with local partners to enter India.
The eating out market is on an upswing. The rising number of working women and nuclear households, and an increase in general affluence have led to higher discretionary spending on food. According to the Food Franchising Report 2009, 30 per cent of working singles eat out at least once a month, with a majority spending at least Rs 101-150 per outing. Urban Indians now have a repast outdoor six times a month compared to 2.7 times in 2003. Retail consultancy Tech-nopak Advisors says the spend on eating out at 11 per cent is second only to groceries for Indian households.
Even investors are turning to fast food companies. Jubilant FoodWorks’ successful IPO in January, where it raised Rs 329 crore, was oversubscribed 31 times. In March, Cafe Coffee Day raised over 0 million (Rs 920 crore) from three private equity funds. “These are very sizeable investments,” says Raghav Gupta, president, Technopak Advisors, “and reflect a sense of confidence.”
Growth isn’t the only change in the food business. The shift from unorganised or street food towards a cleaner, more hygienic environment is one, even as the proliferation of stalls selling steamed corn, doughnuts and even sushi across malls, along with the success of South Indian cuisine in Delhi and butter chicken in the South shows that Indians are willing to experiment. “Even in Chennai, 40 per cent of my customers are north Indians,” says S. Manoharan, proprietor, MIS. He plans to have a franchise outlet in Delhi in the next one year.
In the 90s, global fast food firms placed their bets on India, hoping to hook locals on Western food. Yum! entered India with KFC in Bangalore in 1995, but got mired in controversy. Having put that behind, the company worked towards expanding its base and today owns over 60 outlets. KFC has also tailored some dishes for Indian tastes. There’s chicken tikka masala pizza, zinger burger, chana crunch snacker, veg pulao and makhni curry, and the recently launched nimbu crushers.
“One of the biggest questions is whether restaurants can localise as every region of India has a different taste,” says B. Narayanaswamy, president, Ipsos Indica Research. Selling ethnic food on a national scale hasn’t been easy in a country historically used to a variety of dishes. However, localising is not only about the palate, but also about pricing. “Value is a big point,” says Gupta. “Compared to a basic burger, if you get say a thali for Rs 50, people will opt for that.” To counter that, Domino’s re-launched its ‘Pizza Mania’ offer, serving pizzas at Rs 35.
Clearly, India is not all about pizza and burgers. Ethnic Quick Service Restaurant (QSR) chains too have a huge following. However, unlike their Western counterparts, home grown chains have largely been restricted to specific regions. Haldiram’s, for instance, is planning to expand first in and around the NCR region. “That itself can absorb 10-15 more restaurants. Later we will look at Amritsar, Ludhiana and Chandigarh, areas we are familiar with,” says A.K. Tyagi, president of its FMCG business.
Going national isn’t easy. “All McDonald’s burgers taste the same. How many restaurants can do that with a thali” says Gupta. The issue is one of “huge logistics”, says Maiya, who has just hired a food technologist. For instance, making dosa batter and preserving it is a huge challenge. Moreover, raw materials are usually procured from one source, over generations. MTR procures its rice from a particular shop. To change that for Delhi or Mumbai would mean changing the entire methodology, as the different rice would taste different.
“Many of my customers have breakfast in Chennai and supper in Singapore,” says Manoharan, “they expect the same taste everywhere.”
While MNCs have professionalised their back-end through centralised commissaries, where food is merely assembled, Sandeep Kohli, founder of NCR-based Orange Hara chain of restaurants, says that the back-end of many restaurants is primitive, almost like a “big halwai shop”. Instead, the food business should be technology- and process-driven. Even family-run chains are now waking up to ‘heat and eat’.
But all that belongs to the first phase of establishing the brand and looking at growth. Today, most food brands have moved into phase II, which is penetration. Phase III is marked by the saturation point, where companies may need to overhaul menus, at least partially, and innovate. Much of the second phase growth will come from tier II and III cities where eating out is still an occasion.
Says Vikram Bakshi, MD, McDonald’s India and franchisee for the North and East regions, “We don’t plan to tweak our menu too much. Now we will grow to new areas and increase our concentration in areas where we are less spread.” The response from tier II and III cities is overwhelming. Last year the company opened an outlet in Amritsar. Consultants said it was a city which loved Punjabi food, so the company opted for a smaller, 100-cover set-up. Six months later, Bakshi feels a second restaurant is needed.
The other thing is catching ‘em young. Fast food chains are targeting consumers early so that they stay for 15-20 years. Ask Panipat’s Nidhi and Uday Nath. Earlier they would eat out at the local sit-down restaurants over weekends, the few entertainment options available in the city. Today their choice of dining is largely driven by their five-year-old daughter Tara. So the couple ends up giving in to what has become a near-standard experience among parents world over: McDonald’s.
“The children like it, so we end up coming here at least once a week,” says Nidhi. “This is a generation that has grown up on McDonald’s,” says Purnendu Kumar, associate vice president, Technopak Advisors. But that too reflects the lifestyle changes that have taken place over the last decade.
That may not always translate into numbers for the companies. For instance, three years have passed since the opening of the first McDonald’s outlet at Panipat, which was something of a mini cultural spectacle where families lined up to have their pictures taken with Ronald McDonald, but the outlet itself is a laggard in terms of sales.
Bakshi has an explanation for that. Indians eat out far less frequently than other nationals. “Even in urban homes, eating out is seen as an occasion or an indulgence,” he says. Compared to this, countries in South Asia have always had the concept of eating out, either at restaurants or pavement stalls. In Bangkok, people eat out an average 44 times a month, while in Jakarta the frequency is 14-15 times. However, with that changing, companies are more bullish. Says Kaul, “While China had been growing at 5-10 stores a year, the explosion of growth in India is far more recent. In the next five-seven years, we will take our count from 296 to 700 stores.”
With changing lifestyles of young Indians, also comes another opportunity for growth. Catching the consumers where they are. This means the growth of travel retail. After malls, fast food eateries are targeting airports, highways, railway stations, corporate parks, clubs, fuel stations, etc. “With limited time, customers need to be tapped wherever they go,” says Niren Choudhary, MD, Yum! Restaurants India. The company has set up express delivery counters at airports. Even Sagar Ratna is exploring an express model by next year, says CFO K.S. Suresh. “Currently two people spend an average 30 minutes in the restaurant. This will reduce the time to 12 minutes approximately.” Home delivery is another big area, growing at 15-20 per cent.
But the fast food retail industry is faced with many hurdles, too. The main pain point is the high cost of real estate. Add to that rising input costs; companies claim their margins are getting squeezed. While the global standard is 10-15 per cent of sales as rentals, in India it goes as high as 20-25 per cent. Says Narayanaswamy, “QSRs follow a revolving door concept, which is come, buy and leave. But India has more of a dine-in culture, which adds to the real estate costs.” Kaul says that most of the new Domino’s outlets, especially in tier II and III cities, come with a dining area.
“It’s a business of patience, not one of making money,” says Shyam Sunder Aggarwal, MD, Bikanervala. When that is perfected, there are changing customer preferences to deal with. As consumers taste global cuisine, they want the real thing here. Ask Ashish Kapur, founder of Yo! China. Before Yo! came along in 2003, no one had been successful at doing a fast food Chinese restaurant. Changing tastes and dipping footfalls, however, forced them to change their look and feel, which is a more upscale casual dining kind of restaurant.
“Seven years ago we were serving dimsums and combos,” he says, “today it is more khau suey (ingredients served separately) and sizzlers and claypots that people want.” Having changed helped. Today their footfalls are up 35 per cent. Kapur also something else going for him: a bit of diversity. Needless to say, customers are ‘lovin’ it’.
Tags:Food Franchising Report, India Food Franchising, International Food Franchises,Chinese Food Franchise, Pizza Franchise, Italian Franchise,Burger Franchise,food court franchise
Source:India Today, Nandini Vaish.
Mr. Idli is a South Indian Contemporary Fast Food Restaurant Concept dealing in Authentic and Traditional dishes of South India. Mr. Idli is a excellent business opportunity for entrepreneurs who wish to exceed in their career. Mr. Idli is a successful franchise option with dynamic approach towards financial growth. Other than building the Mr. Idli brand provide quality support to ensure franchisee business successful. Mr. Idli is already a proven system which has seen all the positive and negative of the concept and have corrected over the years. All age groups enjoy dining at Mr. Idli due to its varieties and concept approach. Mr. Idli is ISO 22000:2005 Certified and follows HACCP Standards in maintaining highly profitable business. Mr. Idli is a very low investment with confidence of guaranteed returns. Mr. idli business can be operated on any floor plan.Mr. Idli serves 64 varieties of Idlis, 180 varieties of Dosa, 50 varieties of Rice delicacies, Madras filter Coffee and 30 varieties of snacks.
Answers to Frequently Asked Questions
Things you should know before starting Mr. Idli franchise Business
What is Mr. Idli?
Mr. Idli is a ISO 22000:2005 certified, fast growing chain of fast food restaurant catering to varieties of South Indian delicacies. Mr. Idli is an effort to create business according to the investor’s capabilities.
What is ISO 22000:2005? Why do I need this certification?
ISO 22000:2005 is Food Safety Measure Standards which gives guidance in all the areas of food handling and services.This helps in putting proper processes in place and reduces wastage. ISO 22000:2005 also includes some standards of ISO 9001. ISO 22000:2005 gives exact procedures to maintain quality, Proper purchase channels, Proper storage and Issue of raw materials, corrective measures involved in running successful food production business. You need this certification to ensure no food adulteration, no food poisoning, to maintain quality standards, to reduce wastage, to educate your staffs who are involved in food handing, also, it helps in generating good business as customers will feel safe to dine with you.
Do I have to pay for ISO Certification?
No, by default you will get the benefits of ISO Standards but, you need to follow the procedures strictly.
What is HACCP? Why do I need HACCP Standards?
Hazard Analysis Critical Control Point is a standard which analysis the critical situation of food production and ensures safety of the staff and the customers who are in contact with the food. We follow this standards to safe guard your business in a long run and ensure timely follow up of procedures accordance with HACCP Standards. HACCP Standards avoids production accidents and safe guards your customers. It is also designed to prevent rather than catch potential hazards.
How old is Mr. Idli Business?
Mr Idli was found in the Jan 2007. Mr. Idli has gone through all business trials and errors which we have tested for years to give you an ideal concept of serving varieties of South Indian Dishes ranging from Idlis, Dosas, Rice Bhaths, Snacks, Sweets and Madras Filter Coffee. New concepts like Chinese Fusion & North Indian Fusion foods are also introduced. What is SAFE DRINKING WATER concept at Mr. Idli? SAFE DRINKING WATER is a basic need in any food sales outlet. We at Mr. Idli, use RO Technology treatment which ensures safe drinking to our customers. This concept not only helps in gaining more confidence in the mindset of customers who are health and safety conscious but also helps in food hazards.
Is Mr. Idli recipe tasty and delicious?
Yes, we have prepared and tested our recipes from top chefs from India. Our team of food tasting experts from have done public survey and found out that our food taste good & better. Our recipes are achieved from Grandmothers and Mothers who has shared their age old secrets and our young and dynamic chefs have given the finishing touch to give the kick to the taste.
What is the investment required to Start Mr. Idli?
Mr. Idli is the only business which is fool proof and gives you the confidence to invest. The investment starts from Minimum of INR 50, 000/- to 12, 00, 000/-.
What kind of support is provided by the franchisor? The franchisor provides the following support to ensure safe and successful business. •
Site Selection and Feasibility report,Equipment selection and placements, Purchase of raw material support, Selection of staff and giving them training at our Head Office and Centralized Kitchen. Providing you standard recipe according to the local taste. Providing operation procedures guideline manual to guide you in handing the business efficiently. Handling Nation Wide Promotional Tie- ups. Providing online presence of your business in major search engines. Provides support for off line marketing to promote Home Delivery and Out Door Catering with in 5 KM Radius. Standards based Identity & Brand design Weekly check up on Standard Recipe and Standard Portion Size. Media publicity and initial Market presence advertisement. Dedicated team of experts assigned for each franchisee to ensure quality support when needed. Our qualified and highly experienced restaurant experts will visit your outlet time to time to upgrade or to maintain the standards to improve the business.
Do I have to own my own cook and service people?
Yes, you may have to hire the cook and service people. We can help you in selecting the right people and train them either at your own premises or at our HO. We will then put our expert cook to work along with your staff to maintain the standards for 2 weeks period after starting of your Mr. Idli outlet.
When will I get the returns on my investment?
You will get your returns over your investment in a period of 5 to 6 months*.
What is the profit margin of your product?
The profit margin is *200%. You will get 2 times your investment by the completion of 1 year.
What is the area required for Mr. Idli business operation?
You have an investment option where the space required is minimum of 50 sq ft area and up to 2500 sq ft area.
What is the Franchisee Fee to get Mr. Idli Franchise business?
The franchise fee depends on the type of outlet you are opting for.
Is the owner’s presence required to run the business of Mr. Idli?
Yes, partial presence might be required to maintain the accounts, check quality of food and take briefing of the staff .
Is there any production wastage? According to our thorough research in our operation procedures, we have found out that there is no wastage at all as the products are rotated according to the standards of ISO 22000. However, you can consider 1% to 2% wastage per service cycle*.
Do you provide staff uniform and marketing collaterals?
Yes, it’s all inclusive in Franchisee fee.
Do you supply Idly and Dosa Batter?
We will supply the raw materials required for the production of Idli and Dosa batter. You can have a small unit for grinding and storage and avail our master franchise options where in you can give the idli and dosa batter to other Mr. Idli Franchisee at your district and earn Rs. 3 per plate on the sale of Idlis and dosas.
What is the term of Franchise Agreement?
The term of agreement is for 3 years and is renewable.
What are other charges to be paid to the Mr. Idli?Are there any maintenance charges to be paid to the Franchisor to maintain the equipments and machinery?
No, there will be free maintenance from the local supplier that we appoint for the period of 6 months. Later, there will be some nominal charges to be paid against the maintenance towards equipments and machinery including electrical and gas line.
What kind of locations I can look for Mr. Idli Business?
Inside any Super Malls, Entertainment Complex and Collage Campus High Foot Fall Area or Commercial space next to the main road Hospitals and Hostels. Industries and IT Companies food courts. Residential cum Commercial Space. Railway Station and Bus Stands. Airports Motels on Highways Space beside Busy High Commercial complex Residential House on two way traffic Main Road. Hotels with accommodation which does not have food and beverage facilities and would like to provide space for you to operate Mr. Idli Business for in house and outside guest.
Do you have exit strategy?
Yes. All our franchisees shall have exit strategies depending on the type of outlet, location and business history.
*Subject to market & work conditions
Tags: mridly, mrandmrsidly, south indian food franchise, kiosk franchise, idly franchise, dosa franchise, fast food franchise,darshini franchise, food franchise, food business, fast food chain.
This Blog/Information/Press Release/Information has been posted by Sparkleminds, A Franchise Consulting Company Based At Bangalore, India, Offering Complete Franchise Solutions Nationally and Internationally for more than a decade now.We specialize in Food Franchising In India, amongst our various franchise verticals, providing assistance to the franchise industry at large.Visit www.sparkleminds.com for more details.
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Chicago Indian cuisine is becoming popular with each passing day in Chicago, which is a hot melting pot of many ethnicities and cultures.
While Italian and Chinese food are also well-liked, Indian food is becoming a favourite in the city that has many popular and top-notch restaurants. Last year, Alinea — one of the city eateries — was voted the top US and North American restaurant.
“In Chicago, rest of the Indian population is growing and local people are catching up with Indian food,” Naren Soni, owner of Gaylord India Restaurant said.
Soni said that non-Indians had warmed up with the spices in food which have been toned down according to their tastes.
New York restaurants like Chicago are good. In New York, there are more chains, a lot more choices, locations, and a variety of fusion food like Indo-Chinese, Indian and Latin American.
“We have more repeat and referred customers and new clients,” he added.
While the Gaylord’s downtown location is 38 years old, the Schaumburg one is 13 years old. Gaylord India is the oldest restaurant in Chicago.
In 2009, Gaylord was rated best in Chicago, Soni said, adding that at the downtown location, 70 per cent of his clients are non-Indians and 30 per cent are Indians. Schaumburg has 50 percent non-Indian and Indian clients. “At present Chicago has 100 plus Indian restaurants compared to about two in Oct 1972 when he started, and 50 about 10 years ago. It has grown a lot,” the owner of the Zagat rated restaurant said.
Growth is more because Indian population is growing and local people have started liking the cuisine.
Business is seasonal – more in festive times and during conventions and moderate for the rest of the year with winter being slow, and spring, summer and fall generating more business. Also, Indian food is comparatively cheaper than high-scale restaurants, Soni added.
Many Indians live in the suburb of Schaumburg, so Indian restaurants are flourishing there. India House has recently opened Bombay Chopsticks where Chef CS Rawat from New Delhi, whips up the tangy palate. Rawat was a chef at Kwality and Chopsticks in New Delhi.
“Indo-Chinese food is in popular demand,” Jagmohan Jayara, owner of a popular food chain said, adding that people get the same Indo-Chinese food they get at home.
“Since 1993, my business has may be increased by 10-fold,” Jayara said.
Jayara who has five locations for India House in Chicago and one in Florida, said that right now Bombay is more popular than India House. “I want to take the Indo-Chinese concept to a different city where there is a large Indian population,” Jayara said.
Jayara said that about 80 per cent of his clients are American in the downtown location and it is 50-50 in other locations.
“We do Holi celebrations,” says Anu Sharma, who along with her husband Arun Sharma, is the owner of ‘The Indian Garden’ restaurant in downtown Chicago decorated in ethnic Indian artifacts like tabla, lamps, diyas and rose petals.
“Our business has grown a lot,” Sharma said of her restaurant that is currently one of the top three Indian restaurants in Chicago.
“It is Zagat rated and 60 per cent of our customers are non-Indians,” Sharma said. Her husband Arun is manager with Four Points by Sheraton Chicago O’Hare Airport.
“I like Indian food because of its unique taste and spices,” Don S, who lives in Chicago and visits various Indian restaurants here, said.
“The taste of the food reflects the blend of the culture and ages,” John Moor, a customer, said. “It is spicy, exciting and very rich in flavour. It is spicier than western food. It is also very healthy. I like the spices in the curry. One of my favourites is the lamb dish.”
“I like Indian food and eat it once in a while,” another fan of Indian food, Jackie Segafredo said.
Vijay Puniani of Chutney Joe’s in downtown Chicago caters to the health-conscious audience. His restaurant Chutney Joe’s uses no oil for non-vegetarian dishes and very little oil for vegetarian. “We’re going to open our third restaurant in two years,” Puniani said. Puniani, who opened the restaurant two years ago, said that it is doing well. He plans to open up more restaurants and has applied for franchises in New York, New Jersey and Washington.
Other restaurants like Indian Bistro located in Palatine, a suburb of Chicago, has a Mexican chef. Owner Sanjay Mehta, who partnered with Raj Dhondiyal and Santosh Mishra said that half or their customers are American and the rest Indian.
On the future of Indian food, Soni was positive. “It is growing. More and more people have acquired the taste for it. There are also a lot of vegetarian choices in Indian food that people like,” he said.
“Demand is growing in Chicago and every quarter there is a brand new restaurant,” Soni added.
Source:Indian Express . Com, Mar 31, 2011 at 1121 hrs IST
tags:gaylord india restaurant, india house, bombay chopsticks, the indian garden, chutney joe’s, indian bistro, indian restaurant franchise, indian food franchise
This Blog/Information/Press Release/Information has been posted by Sparkleminds, A Franchise Consulting Company Based At Bangalore, India, Offering Complete Franchise Solutions Nationally and Internationally for more than a decade now.We specialize in Food Franchising In India, amongst our various franchise verticals, providing assistance to the franchise industry at large.Visit www.sparkleminds.com for more details.
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| David Laurence MD Honey Top Bakery |
And the brands that are eyeing the Indian market aren’t just multinational corporations but trendy, fine dining establishments, points out a story in The Times of India.
With the rise of a burgeoning middle class and an affluent upper class, a string of restaurants like Le Cirque in Las Vegas, and fine dining restaurant Hakkasan in London see the southeast Asia market as the ideal place to expand their brand.
Le Cirque in the Bellagio Hotel is a Michelin-starred restaurant with a sister location in New York and serves gourmet French cuisine. Their next restaurant is slated to open this year in New Delhi.
Hakkasan serves modern, fine dining Chinese cuisine and has locations in London, Miami, and Abu Dhabi. Their Mumbai outpost is expected to open this year as well.
Trader Vic’s, a Polynesian-themed restaurant with locations in the US, Europe, the Middle East and Asia, also plans to open a location in India.
The latest additions to the gastronomic scene in India join other recent foreign imports like Le Pain Quotidien of Belgium, a breakfast and bakery chain, and California Pizza Kitchen, which opened its first location last summer and added another one last month.
Meanwhile, earlier this month 11 American foodservice companies that included representatives from Applebee’s, burger chain Hardee’s and Carl’s Jr., and Wendy’s/Arby’s Group Inc. traveled to India on a trade mission in search of industry contacts and franchisees.
While growth in the Western world remains stagnant, India’s economy is growing by eight percent a year. The food and beverage sector is worth 0 million and is also growing annually by about 30 percent, reported industry website Nation’s Restaurant News which traveled with the trade mission to India.
The country has a middle class of more than 300 million people – or the size of the entire US population.
Success in India also depends on modifying menus to a beef-free clientele, where the cow is considered sacred.
The Maharajah Mac – the Indian equivalent of the Big Mac – for instance, uses ground chicken instead of ground beef and other local spices.
The McSpicy Paneer also uses the Indian cheese paneer as the meat patty substitute
Tags:Food Franchise,Le Cirque, Hakkasan, French Restaurant Franchise, Chinese Food Franchise, Trader Vic, Le Pain Quotidien,bakery chain franchise, international food franchise, food master franchise
Source:Sunday, 1 May 2011, independent . co. uk.
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Now, VCs dine with quick service restaurants
Bangalore: Be it for burgers or baturas, the venture capital (VC) community in India is increasingly developing an appetite for home-grown quick service restaurant (QSR) chains. With the number of QSRs growing at around 30% every year, the Rs 3,000-crore space is garnering investors’ interest of late, triggered by the IPO of Jubilant FoodWorks, the Indian master franchise for Dominos Pizza.
Last week, Mast Kalandar, a QSR chain promoted by Bangalore-based entrepreneur Gaurav Jain, secured a second round of investment from Helion Venture Partners, a multi-stage, India-focused fund; Footprint Ventures, an early-stage VC fund and angel investors Salarpuria Group. Mast Kalandar, which specialises in North Indian food, is planning to expand its geographic presence and open a further 100 outlets by 2012.
Other investments in the space include Accel Partners’ investment in Bangalore-based Kaati Zone, which specialises in kaati rolls; an investment by Matrix Partners in Yo!China, and Beacon India Advisors’ Rs 75-crore investment in Impresario Entertainment and Hospitality, which owns brands like Mocha.
Kanwaljit Singh, managing director of Helion Advisors says, “QSR is a very attractive space to invest and Helion will be looking at investing more here.” Apart from Mast Kalandar, Helion has also invested Rs 16 crore in Booster Juice. “Investments are being made in the QSR businesses because they are more scalable in nature,” adds Singh.
Industry experts say depending on the format, QSRs have scaled better, compared to fine-dining restaurants.
Additionally, while both fine-dining and QSR formats can show margins of 20%-30%, low-cost QSRs such as Kaati Zone which require an initial investment of Rs 30-Rs 40 lakh, have better chances of breaking even.
Formats like Cafe Coffee Day have also been attracting PE investments as they offers higher return on investments since their centralised kitchen model saves costs. In April, New Silk Route had invested million in Coffee Day Holding. At the same time, the group also got a -million funding from Kohlberg Kravis Roberts & Co and million from Standard Chartered Private Equity. According to K Ramakrishnan, president (marketing), Café Coffee Day, the company is planning to close the financial year with 1,150 cafes and taking the number to 2,000 cafes in India in the next 3-4 years and 200 cafes overseas However, these chains, which are mostly metro-focussed, suffer due to expensive real estate and shortage of viable locations. Investors also feel that as they grow larger, QSRs often fail to generate revenue uniformly across outlets and end up depending on few successful branches.
“A lot of the large chains in India are not making money at the profit after tax level. After they expand to a certain level, their processes gets somewhat out of hand and their poor operations impact profitability. Several of them, stop scaling after 30 to 40 outlets,” says Jacob Kurian, partner, New Silk Route Advisors.
Despite these obstacles, QSRs are upbeat about their prospects going forward and are counting on the fact that several parts of the country are yet to be explored. “Most of the home-grown companies in this business are still at a nascent stage and need to grow more in order to really attract PE players. However, interest is there and in the next three to five years, we are likely to see a lot of activity,” says Kaati Zone chief executive officer Kiran Nadkarni.
Tags:Accel Partners, Beacon India Advisors, cafe coffee day, Gaurav Jain, Helion Advisors, jacob kurian, k ramakrishnan, kaati zone, Mast Kalandar, Matrix Partners, Mocha, new silk route, Yo China
Source:Debojyoti Ghosh, Shreya Roy,Financial Express, Monday, Oct 11, 2010 at 0213 hrs IST
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