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Chipotle Expands Global Footprint—Singapore and South Korea to Get First Stores in 2026 Amid Push Beyond 4,000 North American Outlets

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Chipotle Mexican Grill Inc is preparing to make its first move into Asia, announcing plans to open outlets in Singapore and South Korea in 2026 through a joint venture with South Korea’s SPC Group. The expansion marks the latest step in the US-based chain’s international growth strategy after it revealed earlier this year that Mexico would be its first Latin American market.

The burrito and bowl specialist, which already operates in the UK, Canada, and the Middle East, is banking on Asia’s appetite for fresh, convenient food. Chief executive officer Scott Boatwright said international markets will form the company’s “next layer of growth” beyond North America, supporting Chipotle’s long-term target of 7,000 outlets globally. The brand expects to surpass 4,000 locations in North America by the end of this year.

Boatwright noted that Chipotle’s menu will remain unchanged in Asia, offering its signature rice, beans, chicken, and carne asada, a formula that has already gained visibility among Asian audiences after Korean pop stars were seen eating at Chipotle outlets in the United States.

The company faces this expansion at a challenging time. Same-store sales dropped 4 percent in the second quarter of 2025, the steepest decline since 2020, leading Chipotle to cut its full-year outlook for the second time. Its shares have slipped 35 percent so far this year, sharply underperforming the S&P 500 Index, which is up 11 percent.

Despite the slowdown, Chipotle is sharpening its value pitch. According to BTIG analysts, its average entrée costs about US$10 (RM42.20), roughly 30 to 40 percent cheaper than rivals like Sweetgreen Inc and Cava Group Inc. Limited-time promotions, such as the recent return of carne asada and new bundled meals, are part of efforts to attract cost-conscious diners.

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“Numbers Don’t Lie”: Ex-Shark Tank India Judge Ashneer Grover Explains Why Business Made Him Richer Than TV Shows

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Ashneer Grover, best known for his stint as a judge on Shark Tank India, has opened up about where his real money comes from. Contrary to what many assume, his television appearances and influencer gigs are not his main source of income.

In a conversation with IANS, Grover explained that while TV has given him recognition, it doesn’t come close to the financial rewards of building businesses. “If people think I earn more from TV than from business, that’s a mistake,” he said. Having co-founded BharatPe and been part of two unicorns, Grover pointed out that the scale of money in business is far greater.

That doesn’t mean he takes television lightly. He stressed that he approaches shows with the same passion and seriousness as he does his ventures, but financially, there’s no comparison. For him, money has always been the measure of success. “I’m a numbers guy. Whoever has more money is more successful. Everything else is just ways to feel better,” he said bluntly.

Reflecting on his career, Grover admitted he has been fortunate. “Being part of two unicorns in a country with just over 100 is rare. If people expect me to create a third or fourth, I’d say — what about the rest?” he joked.

Currently, Grover is hosting Rise and Fall, which features names from TV, cinema, sports, and social media, including Pawan Singh, Arjun Bijlani, Kiku Sharda, Aahana Kumra, Kubra Sait, Aditya Narayan, Arbaz Patel, and Sangeeta Phogat.

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How Local Grocers Compete with Big Chains in the UK and How You Can Start One Too

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The UK grocery market is one of the most competitive in the world, dominated by giants like Tesco, Sainsbury’s, Asda, and Aldi. Yet, despite the scale of these players, independent grocery stores—whether corner shops, ethnic food stores, or local mini-markets—continue to thrive. For aspiring entrepreneurs, setting up a grocery store in the UK can be a profitable venture, provided you understand the regulations, customer expectations, and operational essentials.

Understanding the Market

Before setting up, you need clarity on the segment you want to target. Do you want to run a convenience store for everyday essentials, a speciality ethnic grocery shop (Indian, Polish, African, Middle Eastern), or a local organic store? According to Kantar, convenience shopping accounts for nearly 23% of UK grocery sales, and demand for ethnic and organic foods is growing year on year. Identifying your niche is the first step.

Location and Licensing

Location is critical. A store near residential areas, schools, or busy high streets ensures steady footfall. Once you secure premises, you’ll need to register as a food business with your local council at least 28 days before opening. You may also need:

  • A Premises Licence if selling alcohol (issued under the Licensing Act 2003).
  • Food Hygiene Certification for handling and storing perishable goods.
  • Compliance with Health and Safety and Fire Safety regulations.

Store Setup and Inventory

Modern UK grocery stores blend functionality with experience. Clear aisles, proper refrigeration, and attractive displays influence buying behaviour. Stock your shelves with a balance of essentials (bread, milk, canned goods, cleaning items) and niche products that differentiate you. For example, many Indian and Asian stores in London thrive by importing spices, pulses, and ready-to-eat meals that big supermarkets don’t offer.

Technology and Payments

Cash is still common, but most UK customers expect contactless card and mobile payments. Investing in a good Point of Sale (POS) system helps track sales, manage stock, and generate reports. Many small stores now use POS software that integrates loyalty schemes to encourage repeat customers.

Supply Chain and Margins

You can source products from wholesalers such as Booker, Bestway, or Costco UK, or partner directly with suppliers. Margins vary—staple items like bread and milk offer lower profits but ensure footfall, while imported or specialty goods offer higher markups. Smart pricing strategies—like bundle offers or discounts on repeat buys—can keep you competitive.

Marketing and Customer Retention

Word of mouth remains powerful in local UK communities, but pairing it with digital outreach is key. Create a Google Business Profile, encourage reviews, and consider offering delivery through apps like Uber Eats, Deliveroo, or Snappy Shopper, which many corner shops now use. Small gestures, like remembering regular customers’ preferences or offering loyalty discounts, build long-term relationships.

The Bottom Line

Setting up a grocery store in the UK requires more than just stocking shelves. It’s about location, compliance, customer experience, and community connection. With the right niche and smart operations, small grocers can not only survive but thrive—even in a market dominated by supermarket giants.

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Why Customers Prefer Modern Kiranas: Tips to Convert Your Traditional Grocery Store Today

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Across India, traditional kirana stores have been the backbone of retail for decades. With their familiar counters, handwritten ledgers, and strong community trust, they remain unbeatable in customer loyalty. But times are changing—urbanization, e-commerce, and shifting consumer expectations are forcing even the most established kiranas to modernize. The good news is, transforming a traditional grocery store into a modern shop doesn’t require Reliance-level capital; it just takes smart upgrades, technology adoption, and customer-centric thinking.

Step One: Upgrade the Look and Layout

A clean, organized, and well-lit store instantly elevates perception. Instead of cluttered shelves, consider open racks, baskets, and glass displays. Simple changes like branding your store name, adding signage, or creating product categories (staples, snacks, dairy, personal care) make shopping easier. Chains like D-Mart have shown how self-service layouts boost basket size, and even small shops can replicate that on a smaller scale.

Step Two: Embrace Digital Payments and Billing

Cash and udhaar (credit) may still dominate, but UPI has become non-negotiable. Adding QR codes, card machines, and even digital billing (POS systems like Paytm for Business or GoFrugal) makes transactions seamless while helping you track inventory. Many kiranas that adopted billing software during the pandemic report reduced pilferage and better profit tracking.

Step Three: Introduce Delivery and WhatsApp Ordering

Customers today value convenience as much as price. Offering home delivery via WhatsApp orders can modernize a traditional store instantly. Start small—deliver within 2–3 km using local staff or delivery boys. Many kiranas in Bengaluru and Delhi are already competing with Blinkit and Zepto by promising “within-the-hour” delivery through their own networks.

Step Four: Stock Smarter, Not Just More

Modernization isn’t about adding 1,000 SKUs; it’s about understanding what sells. Use billing software or even a notebook to track fast-moving items. For instance, staples (atta, rice, pulses) drive footfall, but high-margin products like chips, biscuits, and cosmetics improve profitability. Successful kiranas balance both, just as big retailers like Reliance Smart and Big Bazaar once did.

Step Five: Leverage Loyalty and Personalization

One strength kiranas already have is personal connection. Modernize it with loyalty programs—offer discounts after a certain spend, or send bulk SMS/WhatsApp updates about new arrivals and festive offers. A kirana that remembers customer preferences can build stickiness that even Amazon Fresh can’t replicate.

Step Six: Partner with Online Marketplaces

Apps like JioMart Partner, Udaan, and Flipkart Wholesale are modernizing kirana supply chains by offering bulk purchases at better margins. Tying up with these ensures competitive pricing without relying solely on local distributors. Some kiranas are also listing themselves on Swiggy Instamart or Dunzo to expand reach.

The Bottom Line

Converting a traditional grocery store into a modern shop is not about becoming a supermarket overnight. It’s about blending trust and tradition with convenience and technology. With small, steady steps—better layouts, digital payments, delivery, smarter stocking—any kirana can stay competitive in India’s evolving retail market.

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Grocery Store vs General Store: Why Kiranas Beat Reliance Fresh in Essentials but General Stores Win in Margins

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Walk down any Indian street and you’ll notice two kinds of shops that often blur into each other: the grocery store and the general store. Both are neighborhood essentials, but they aren’t the same. While people casually use the terms interchangeably, the difference lies in the products they sell, the business model they follow, and the way they serve customer needs.

Grocery Store: The Food & Essentials Specialist

A grocery store, whether it’s a tiny kirana or a larger mini-mart, is primarily focused on edible and household essentials. Think rice, wheat, pulses, oil, packaged snacks, dairy, bread, fruits, vegetables, spices, and cleaning items like detergents or soaps. Their strength is repeat purchases—items people buy daily or weekly. Grocery stores run on thin margins (3–12% depending on product categories), but high frequency makes up for it. In towns and cities, kiranas still dominate because of their personal touch—home delivery, credit (udhaar), and quick access.

General Store: The Jack of All Trades

A general store, on the other hand, is wider in scope but shallower in necessity. It stocks a variety of products that go beyond daily food needs—stationery, toys, plastic goods, hardware, cosmetics, seasonal items, and sometimes even clothing. A general store focuses on diversity over frequency. Customers might not come daily, but when they need a school notebook, a bucket, or a comb, the general store becomes the go-to. Margins are usually higher (10–30%) since many of these products aren’t commoditized like rice or flour.

Why the Confusion?

In smaller towns, many shopkeepers blur the line, mixing grocery staples with general merchandise to maximize earnings from limited retail space. That’s why you might find a packet of Maggi, a nail cutter, and a birthday candle under the same roof. Big chains, however, keep the distinction sharper—Reliance Fresh and More lean towards grocery, while local bazaars or mom-and-pop general stores cater to miscellaneous needs.

Which Model Works Better?

If you’re planning a business, the choice depends on your location and target audience. Grocery stores are safer, with constant cash flow, but they demand daily restocking and tight inventory control. General stores have less pressure on daily sales but require understanding trends and customer demand beyond food essentials. Many successful small-town shops operate as a hybrid, blending the reliability of groceries with the higher-margin products of general retail.

The Bottom Line

A grocery store feeds households; a general store fills in the gaps of daily life. Both are indispensable, but their economics and customer pull work differently. For entrepreneurs, knowing the difference can help decide what to stock—and how to position the business for steady growth.

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Asaya Secures ₹28 Crore Funding as 5x Growth Startup Plans State-of-the-Art Innovation Center, 6 New Launches in 12 Months

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Asaya, a science-backed skincare brand focused on hyperpigmentation solutions, has raised Rs 28 crore in a pre-Series A funding round led by RPSG Capital, with participation from strategic investors including Suyash Saraf and Anisha Agarwal Saraf, co-founders of Dot & Key, alongside existing backers OTP Ventures and Huddle Ventures.

Founded by Eeti Sharma, Mandeep Singh Bhatia, and Neeraj Biyani, Asaya has positioned itself as a research-first brand in a sector often dominated by marketing-led launches. The company claims it has grown revenues 5x in the past year, achieving nearly 400 percent year-on-year growth. Central to its success is its proprietary molecule, MelaMe, which the company says delivers visible results on hyperpigmentation within 14 days and has consistently outperformed global multibillion-dollar skincare brands when tested on Indian skin.

“We are solving one of India’s most common but overlooked skincare challenges with research designed specifically for Indian consumers,” said co-founder Neeraj Biyani.

The company plans to deploy the fresh funds to establish a state-of-the-art innovation center that will serve as its research and product development hub. Over the next 12 months, Asaya intends to introduce six new products, including another patented formulation addressing a prevalent skin concern among Indian users.

Investors believe the company’s sharp focus gives it a strong edge in a crowded market. “Indian consumers are moving away from generic, one-size-fits-all beauty products. Asaya’s clinical efficacy and targeted solutions make it a brand built for the next decade,” said Abhishek Goenka, Lead Investor at RPSG Capital.

Industry voices echo the optimism. “Asaya’s rapid traction, with thousands of new customers joining daily, reflects the growing appetite for homegrown, research-driven beauty,” said Suyash Saraf of Dot & Key.

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Godrej Interio to Expand Retail Footprint to 1,500 Outlets, Aims to Double Revenues and Capture 20% Furniture Market

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Godrej Interio, the furniture division of the Godrej Enterprise Group (GEG), has announced a Rs 300 crore investment push aimed at expanding its retail presence and strengthening digital capabilities as it targets revenues of Rs 10,000 crore by FY29.

The company, currently contributing the second-largest share to GEG’s consolidated revenues of Rs 16,000 crore, reported a topline of Rs 3,400 crore in FY25. It expects to close the current fiscal at Rs 4,000 crore before accelerating growth in the years ahead. Business head Swapneel Nagarkar said the brand is confident of scaling at 25 percent annually from FY27 onwards to reach its long-term revenue goal.

Of the proposed Rs 300 crore outlay, Rs 100 crore will go towards strengthening digital technologies for an omnichannel retail strategy, Rs 100 crore for expanding its store network to 1,500 outlets, and Rs 100 crore for design innovation. This investment is in addition to Rs 350 crore already deployed over the past few years to modernise its five manufacturing plants across the country.

Interio’s strategy includes rebalancing its revenue mix. The company expects the contribution from B2B sales to decline from 65 percent to 55 percent, while B2C will rise from 35 percent to 45 percent. Growth will be driven by premium furniture, consumer demand for branded products, and rising penetration in tier-II and tier-III markets.

Over 60 percent of new stores will come up in tier-II towns, 30 percent in tier-III cities, and the remainder in metros. A new retail format will include a 20,000 sq ft flagship in Vikhroli, mid-sized 7,000 sq ft stores, and compact outlets.

Executive Director Nyrika Holkar said the focus is on making premium design more accessible. GEG itself has set a target of Rs 20,000 crore in revenue by FY29, up from Rs 16,000 crore in FY25, with group profits standing at Rs 500 crore.

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Why Sabyasachi Refuses Fast Fashion: Inside the Rs 1,200-Crore Label That Made Restraint Glamorous

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Kolkata-born designer Sabyasachi Mukherjee, who this year marked 25 years of his eponymous label, has become India’s most recognisable luxury export by building a brand on restraint rather than scale. From a three-person studio in 1999, the Sabyasachi label has grown into a Rs 1,200-crore fashion house with flagship stores in Mumbai, Delhi, Kolkata and New York, alongside partnerships with Bergdorf Goodman, H&M and Estée Lauder.

Mukherjee’s strategy rests on what he calls “the discipline of no.” Unlike global luxury giants that flood markets with seasonal collections, Sabyasachi has deliberately avoided mass distribution, fast fashion cycles or celebrity-driven overexposure. His creations are hand-built by over 2,000 artisans across India, turning commerce into what he describes as “cultural preservation.”

The result is the globally recognisable “Sabyasachi bride,” a cultural archetype made iconic through weddings of Bollywood stars such as Anushka Sharma, Deepika Padukone and Priyanka Chopra. Yet, for Mukherjee, the real achievement lies in reviving dying crafts. He recalls investing Rs 15,000 to revive traditional kirna tinsel work for Padukone’s bridal attire, an act he calls “small capital, big preservation.”

The brand today competes with global maisons not by imitation but by rooting itself in Indian provenance. Stores are designed as “living museums,” with layered textiles, rugs and tapestries intended to deliver what Mukherjee terms “forty per cent commerce, sixty per cent culture.” His New York flagship opened in 2022 to critical acclaim for reimagining Indian heritage in a global context.

Industry observers note that India’s luxury market, estimated at $8.5 billion in 2023 and projected to cross $20 billion by 2030, is now moving beyond Western labels. Mukherjee believes this shift will position India as the world’s teacher of “value” in luxury—rare, authentic and rooted in craft.

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Sanjay Dutt Joins Bollywood’s Food Business Rush, Opens Solaire at Grand Hyatt as India’s Fine Dining Market Booms

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Bollywood actor Sanjay Dutt, popularly known as Sanju Baba, has announced the launch of his maiden restaurant venture, Solaire, in Mumbai. The restaurant, which will open at the Grand Hyatt in Bandra Kurla Complex (BKC), places the actor among a growing list of celebrities entering India’s expanding fine-dining and luxury hospitality market.

The announcement came directly from Dutt through Instagram, where he shared a glimpse of the interiors alongside the caption, “I’ve eaten around the world, now it’s my turn to plate it. The first of many! Welcome to @solaire_mumbai.” His post indicates that Solaire is not a one-time experiment but the beginning of a broader push into the food and beverage business.

Located in one of Mumbai’s busiest corporate and luxury districts, Solaire is designed to appeal to both the city’s high-profile business clientele and its food-focused social circuit. The interiors feature earthy tones, ambient lighting, and intimate seating arrangements, positioning the space as a blend of sophistication and comfort.

According to hospitality industry estimates, the premium dining segment in India has been growing at a compound annual rate of over 12 percent, with Mumbai accounting for nearly a third of the market. Dutt’s timing reflects a trend where celebrity-owned restaurants, including those by Shilpa Shetty and Priyanka Chopra, have found steady traction among urban diners.

For the actor, who has built a career spanning more than four decades in Indian cinema, Solaire marks a personal as well as professional milestone. “Having travelled extensively and sampled cuisines worldwide, this is my way of bringing those experiences back home,” he said in his announcement.

The restaurant is expected to open its doors later this year, with plans for additional outlets already being explored.

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117-Year-Old Vadilal Breaks Tradition, Hands Reins to Outsider Himanshu Kanwar in Post-Restructuring Era

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Ahmedabad-based Vadilal Industries has appointed Himanshu Kanwar, a former Unilever executive and senior leader at startup advisory platform Xto10x, as its first professional chief executive officer. The move comes on the heels of a sweeping restructuring that ended decades of disputes within the Gandhi family, which has promoted and run the 117-year-old ice cream maker.

Kanwar spent more than 15 years at Unilever, where he worked on global personal care and ice cream categories, before moving to Xto10x, a platform founded by former Flipkart executives to help startups scale. His appointment marks a clear shift for Vadilal, which until now was managed directly by members of the founding family.

The Rs 1,200-crore company, known for its extensive ice cream range and frozen foods, competes with Amul and Hindustan Unilever’s Kwality Walls. Earlier this year, Vadilal concluded a long-standing family settlement, which included the merger of three promoter-held entities—Vadilal International Private Limited, Vadilal Finance Company Private Limited, and Veronica Constructions Private Limited—into Vadilal Industries. By consolidating the brand under one structure, the company eliminated issues around royalty payments and streamlined operations.

Shiv Shivakumar, chairman of Vadilal Industries, said Kanwar’s track record in consumer insights, innovation, and go-to-market execution would be critical in steering the company as it transitions from a family-led business to a professionally managed enterprise. “Himanshu will play a crucial bridge role in helping Vadilal evolve for the future,” he said.

As part of the governance reset, long-time managing directors Rajesh R. Gandhi and Devanshu L. Gandhi stepped down after legal disputes within the family were settled. The new leadership model is aimed at strengthening shareholder value while preserving promoter control of the business.

With Kanwar at the helm, Vadilal is expected to double down on growth in its core ice cream segment while expanding its frozen foods portfolio across domestic and export markets.

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