German Doner Kebab is teaming up with Uber Direct to bring delivery services to its restaurants all across the UK, offering customers a convenient way to enjoy their delicious offerings.
Through this collaboration, GDK patrons can now place their orders seamlessly using the GDK app, with delivery services provided by Uber Eats couriers.
Utilizing Uber’s technology, the GDK app ensures customers have access to real-time tracking and around-the-clock customer support.
The rollout encompasses more than 130 German Doner Kebab restaurants nationwide in the UK, marking the culmination of a successful trial period at selected locations earlier in the year.
“We’re looking to make our app a one-stop-shop for our customers so they can enjoy all of their favourite German Doner Kebab dishes – whether that’s at home or in one of our restaurants,” Simon Wallis, GDK CEO, said.
The German Doner Kebab app offers customers the ability to browse menus, explore promotions, and place orders for delivery, click and collect, or table service while dining in the restaurant. By creating an account on the app, customers can also conveniently reorder previous purchases, streamlining the checkout process for faster delivery of their delicious meals.
Lunchbox, a restaurant technology firm, has joined forces with DeliverThat to tap into its catering delivery network, which boasts nearly 20,000 active drivers across the United States.
DeliverThat, a company specializing in catering delivery and setup, operates with drivers spanning all 50 states in the US.
This step enables users of Lunchbox Delivery Dispatch to make use of DeliverThat’s fleet of drivers.
Lunchbox co-founder and CEO Nabeel Alamgir said, “Catering will grow over 10% in the next seven years and it’s our job to enable our enterprise restaurants to tap into that revenue.
“We’re delivering a best-in-class off-premise ordering solution and we’re now building on top of that, partnering with DeliverThat to provide an end-to-end catering delivery experience for our clients.”
At present, Lunchbox collaborates with quick-service restaurant (QSR) brands like Firehouse Subs, Papa Gino’s, Torchy’s Tacos, and Walk-On’s Sports Bistreaux.
This collaboration will introduce premium white-glove delivery services for Lunchbox’s corporate catering clientele.
This partnership is anticipated to enhance the overall customer experience and empower restaurant companies to streamline their entire catering delivery process with greater efficiency.
DeliverThat CEO Darien Terrel said, “This partnership will provide restaurants a strategic entry point into the $300+ billion catering market. Accessibility has been a priority for the DeliverThat team this year and our new partnership with Lunchbox aligns with that directly.”
Last month, Lunchbox forged a partnership with Finix to enlist them as its technology partner for processing online payments for restaurant customers.
As a full-stack payment processor and infrastructure provider, Finix will deliver a fully embedded payments solution to Lunchbox’s enterprise clients.
Snitch, the men’s fashion brand, is gearing up to broaden its reach in smaller cities and towns. According to a senior company official, they aim to establish 7-8 new brick-and-mortar stores in locations such as Surat, Mumbai, and Pune within this fiscal year. Siddharth Dungarwal, the Founder of Snitch, highlighted the brand’s strong foothold in Tier-1 and -II cities. Currently, Snitch boasts a substantial consumer base in Mumbai and Pune, with Delhi-NCR and Bengaluru following closely behind.
“The next set of strategies for us is to penetrate deeper into the tiers and geographies, into the Tier III and -IV plus in terms of team building,” shared Dungarwal.
The fashion brand also looking to open 7-8 offline stores this fiscal and take the number of stores to 22 in the next financial year.
“Expanding our offline stores now, we’ll be doing at least seven to eight offline stores in places like Surat, Mumbai, Pune, and Hyderabad by FY24,” he added.
The fashion brand started its journey as a B2B player in 2019. It expects a revenue of INR 250 crore in the current fiscal.
“We did INR 11 crores in FY21 in terms of net revenue, in year two we did INR 44 crores in revenue (FY22). In our third year, we closed at INR 110 crore in FY23 and this year we should close at INR 250 crore,” he said.
The company launched their app about two years ago with over two million downloads of the app and 55 per cent of the revenue coming through the same, Dungarwal said.
We’ve acquired about 1.5 million customers till now, and our target is to reach a sort of 25 million plus consumers in the next four years, he added.
The bootstrapped company plans an IPO by FY29, Dungarwal said.
Restaurant Brands Asia, the franchisee of Burger King India, saw a positive turn in its quarterly financials on Wednesday. The strategic addition of more outlets and an expanded menu played a key role in narrowing the consolidated net loss to INR 460.3 million ($5.5 million) for the three months ending September 30. This marks a notable improvement from the INR 499.5 million loss reported in the same period last year.
Analysts noted that Burger King India broadened its menu in the quarter by introducing a variety of chicken items and running promotions on specific meals. This strategic move not only boosted customer traffic at its restaurants but also led to higher average bill values.
During the period, Restaurant Brands, with the incorporation of 10 new Burger King outlets, experienced additional advantages from the increased footfall in malls. Analysts highlighted that the company enjoys a larger presence in malls compared to other fast-food chains, contributing to its overall success.
The revenue from operations experienced a 16% growth, reaching INR 6.25 billion.
However, the same-store sales growth, a measure of customer retention, at Burger King restaurants in India decelerated to 3.5%, down from the 27% recorded a year earlier.
Expenditures for the company increased by 15%, primarily driven by a more than 20% surge in ingredient costs.
To reduce expenses in the quarter, numerous fast-food chains, Burger King included, opted to remove items like tomatoes and cheese from their menus.
Rival fast-food chain operators, such as KFC’s operator Devyani International, Pizza Hut’s operator Sapphire Foods India, McDonald’s operator Westlife Foodworld, and Domino’s India franchisee Jubilant FoodWorks, all reported a decline in quarterly profit.
Shares of Restaurant Brands fell as much as 2.1 per cent after the results, before reversing course to rise as much as 3.3 per cent.
They have risen 6.5 per cent so far this year. Devyani and Westlife have each risen 2 per cent and 3 per cent this year, while Sapphire and Jubilant have fallen 4 per cent and 0.5 per cent, respectively.
BrandsNext, a venture under WayCool, announced its entry into the specialty rice market through the KitchenJi flagship brand, as revealed in a press release on Wednesday.
To align with changing consumer preferences, this move caters to the growing desire for Biryani, particularly in Tier I and Tier II markets. The company mentioned that it aims to reach a wide network of over 60,000 retailers.
BP Ravindran, CEO, BrandsNext said, “We believe the Indian Basmati rice market has been growing at a CAGR of 10% in the last three years. Hence, we recognized this as a significant opportunity and introduced Basmati rice and Seeraga Samba Rice with a proposition of consistent Biryani experience for Biryani lovers.”
At present, the company acquires its rice supply from both Punjab and Tamil Nadu, as disclosed by the company.
Ravindran further said, “In line with WayCool’s vision of curating a food portfolio inspired by the Indian Thaali, we are confident that with this move, we are on the path to becoming market leaders, especially in the Biryani rice segment.”
In addition to the most recent inclusion in its product lineup, the enterprise offers pulses, spices, dry fruits, and sweeteners within the KitchenJi portfolio.
Snacking brand Natch has secured a significant boost with the successful closure of a seed funding round, raising INR 3 crore. This round was spearheaded by Artha Venture Fund (AVF) in collaboration with the DSP Group’s family office, a prominent player in the financial services sector. The infusion of funds is set to play a pivotal role in Natch’s expansion strategy, with a keen emphasis on bolstering omnichannel presence, optimizing distribution networks, intensifying marketing efforts, and fostering innovative product development.
Established in 2017, Natch has garnered a reputation for its unwavering commitment to delivering natural, gluten-free, and vegan snacks, free from artificial flavors, preservatives, and trans fats. The company’s rapid growth trajectory is set to receive a substantial boost with the recent funding, positioning Natch to solidify its leadership in the premium snacking landscape within the Indian market.
Matthew Taff, Co-Founder of Natch, expressed his enthusiasm for the partnership, stating, “We are thrilled to partner with Artha Venture Fund and DSP Family Office, marking an important milestone for Natch. Their support is crucial as we aim to set a new standard in premium snacking in India. With this investment, we are well-positioned to broaden our reach, enhance our production capabilities, and introduce innovative products to our customers worldwide.”
Natch has firmly positioned itself in both retail stores and e-commerce channels, witnessing an impressive 300% surge in revenue over the last 18 months. Additionally, there has been a notable 30% growth in customer-facing touchpoints. The e-commerce segment plays a substantial role, contributing 15% to the startup’s overall sales.
Looking ahead, Natch is set to broaden its footprint in metropolitan areas and tier-1 cities across India, with a keen emphasis on deepening its presence in the quick commerce sector.
Anirudh A. Damani, Managing Partner at Artha Venture Fund, emphasized the growing shift towards healthier snacking options, noting, “The global snacking industry is undergoing a significant transformation, with a noticeable shift towards healthier options. Natch has successfully captured a niche in this evolving market with its commitment to quality and understanding consumer preferences.”
Artha Venture Fund (AVF) stands out as a notable early-stage micro VC firm, boasting a substantial corpus of INR 225 crores. Its primary focus lies in the B2B SaaS and D2C segments. The fund’s diverse portfolio comprises 31 investments, featuring renowned startups like AgniKul, LenDenClub, Everest Fleet, and Daalchini.
According to Statista, the Indian snacks market was valued at $66.92 billion in 2023, with an anticipated annual growth rate of 9.01% CAGR until 2028. The market volume is projected to reach 19.02 billion kg by 2028, with an expected growth rate of 6.6% in 2024.
On Wednesday, United Spirits, the producer of Smirnoff vodka, announced a 14.2% increase in second-quarter profits. This surge was driven by robust demand for its high-end alcohol brands.
In the quarter ending on September 30, the Diageo PLC-owned company witnessed a growth in profit before exceptional items and tax, reaching 4.17 billion rupees ($50.08 million), compared to 3.65 billion rupees the previous year.
The ‘Prestige and Above’ segment, encompassing renowned brands like Johnnie Walker, Signature, and Antiquity and contributing to 88% of net sales, experienced a 12.8% increase, reaching 25.20 billion rupees in sales.
Despite a decline of 18.6% in the company’s revenue from operations, totaling 67.34 billion rupees, this decrease can be attributed to subdued demand in its ‘Popular’ segment, housing brands like McDowell’s No.1, Vat 69, and Royal Challenger liquors.
“Net sales in the popular segment were weighed by inflation impacting the target consumer,” the alcoholic beverage maker said in a statement.
Analysts noted that liquor firms faced a setback in the sales of non-premium products due to a delayed festive season in September. However, they anticipate a boost in sales growth during the third quarter.
Earlier this week, Radico Khaitan, the maker of Magic Moments vodka, achieved a remarkable 19.4% increase in second-quarter profit, driven by a surge in demand for its premium brands.
Separately, United Spirits approved an interim dividend of 4 rupees per share.
Shares of the company settled 1.6% higher ahead of the results and were up 10.4% in the September quarter.
On Wednesday, Nita Ambani, the Founder and Chairperson of Reliance Foundation, unveiled the first ‘Swadesh’ store by Reliance Retail in Hyderabad.
Speaking at the launch of the first standalone Swadesh store Nita Ambani said, “Swadesh is an ode to India’s traditional arts and artisans. It’s our humble initiative to preserve and promote our country’s age-old arts and crafts. Swadesh highlights the spirit of Make in India’ and offers respect and sustenance to our skilled craftsmen and craftswomen.”
“With Swadesh, our aim is to bestow upon them the global recognition they truly merit. That’s why we are thrilled to extend Swadesh beyond India, reaching international shores in the US and Europe,” she stated, as per a press release.
The first Swadesh store in Jubilee Hills in the city, covering 20,000 sq ft, will showcase an eclectic collection of carefully curated products made entirely by hand by India’s skilled and talented artisans using long-forgotten techniques and local materials, as stated.
The release further said that the initiative “born out of Reliance Foundation’s long-standing commitment to promoting traditional artists and artisans and Nita Ambani’s vision of creating a platform to showcase their talent and skill to a wider audience”, Swadesh aims to revolutionise the way India’s age-old arts and crafts are perceived globally.
Reliance Retail’s Swadesh stores will not only present India to the world through its centuries-old art forms and creative expressions but will also open up sustainable livelihood opportunities for artisans and crafts persons to ensure that their work continues to be treasured in a world that is evolving rapidly, it said.
In addition, as a part of the Swadesh initiative, 18 Reliance Foundation Artisan Initiative for Skill Enhancement (RAISE) centres are in the process of being set up across India to ensure reach at the grassroots level and to contribute to sustaining regional artisan communities and art forms.
This is expected to enable sourcing of products made using 600 craft forms, the release added.
Homegrown FMCG giant Dabur India, backed by a formidable cash reserve of INR 7,000 crore, is currently on the lookout for acquisition opportunities in the healthcare and home & personal care segments, as disclosed by CEO Mohit Malhotra.
Besides, Dabur is looking for acquisition opportunities in the online space, and with several D2C (Direct to Consumer) brands operating in it, it finds the valuation “more reasonable” now and will pursue it if it finds a suitable one for growth, he said.
The company is scaling its presence in the online space, which includes e-commerce channels and D2C business, where it plans to introduce more innovations under existing brands and through inorganic opportunities.
“We are introducing innovations there. Those innovations are coming on the back of existing brands and these innovations will come on the back of some new brands that we might launch or we are looking at an acquisition for a new brand,” shared Malhotra.
The company aims for organic expansion by introducing new brands in both skincare and premium skincare segments, with the remaining growth to be achieved through strategic acquisitions.
“We do not want to do any organic new brand launches with the exception of skincare and premium skincare that we are not present in. That is where we might do an exception otherwise we look at it to see acquisitions,” he said.
Should Dabur come across a “reasonable valuation,” it is open to considering an acquisition, utilizing the approximately INR 7,000 crore earmarked specifically for that purpose in its balance sheet, as mentioned by the CEO.
Malhotra emphasized the significance of innovation, stating that, in addition to acquisitions, it plays a crucial role in attracting younger or new-age consumers and extending the lifecycle of a brand.
“It is a necessity,” he said adding ” if a brand has to evolve or grow, it has to have a newer avatar every two to three years, only then will the brand grow.”
All the nine power brands of Dabur India, would “have to evolve and go through a cycle of evolution. That is what we are doing.”
Dabur boasts nine powerhouse brands—eight in the Indian market and one in international markets—collectively contributing to 70 percent of its overall sales.
The roster includes Dabur Chyawanprash, Dabur Honey, Dabur Honitus, Dabur PudinHara, Dabur Lal Tail, Dabur Amla, Dabur Red Paste, Real, and Vatika.
Its juice brand Real’s revenue is around INR 1,700 crore and the company wants to take it INR 2,000-2,500 crore in the next five years.
“The brand should trend around 15 per cent CAGR, which we have, so we should be able to double the turnover in six years time with this brand,” he said.
Besides, it has three INR 1,000 crore brands Dabur Amla, Dabur Red and Vatika, which Malhotra expects to increase to INR 1,500 crore.
Dabur has 17 brands that are above INR 100 crore but less than INR 500 crore in size, said Malhotra while addressing the investor meeting last week.
Earlier this year, Dabur completed the acquisition of 51 per cent stake in Badshah Masala to enter the branded spices and seasoning market.
Now, Dabur is expanding Badshah to international markets targeting the international diaspora.
“So we have got a very rich pipeline of brands to have a very future fit organisation,” said Malhotra adding, “we will have the 17 brands actually we have to nurture and they will all become power brands in due course of time for us”.
The power brands, which get higher allocation of funds and resources, from their manufacturing, and innovations to marketing, will continue to contribute 80 to 85 per cent of Dabur’s revenue, he added.
The Delhi government has instructed its agencies to refrain from granting P-10 liquor permits to independent restaurants organizing events and parties. The decision is motivated by concerns about a decline in excise revenue. Officials revealed that the excise department observed numerous instances where independent restaurants utilized P-10 permits to host events and parties involving the service of liquor.
The department has already debarred such restaurants from hosting functions using the P-10 permits as they are eligible for obtaining excise licences, they said.
“These restaurants use P-10 permits to get liquor instead of having excise licence to serve liquor because of the higher licence fee. This leads to excise revenue loss to the state exchequer,” said a senior excise officer.
A recent order issued by the excise department said, “All the L-6 retail vends are directed to ensure that no P-10 Permits be issued to the independent restaurants for hosting functions.”
“Non-compliance of the order will be viewed seriously and stern action including cancellation of licence may be taken against the defaulter L-6 vends,” it said.
Over 650 liquor stores in the city are operated by four Delhi government agencies: Delhi State Industrial and Infrastructure Development Corporation, Delhi Tourism and Transportation Development Corporation, Delhi Consumers Cooperative Wholesale Store, and Delhi State Civil Supplies Corporation.
An INR 10,000 fee is required to obtain a P-10 license for serving liquor at any party, function, wedding, or similar events, with the exception of motels, banquet halls, and farmhouses where the P-10 license fee is INR 15,000.
As per conditions for issuing P-10 licences, the specific premises should not be any public park or such other place, and must be screened off from public view. Also, liquor should not be served to a person below 25 years of age.
A P-10 licence holder can purchase liquor from maximum three vends.
The officials said there are 935 hotels, clubs and restaurants in the city with excise licence to run bar at their premises. On the other hand, there are 5,374 independent restaurants that are eligible for excise licence but do not have it, they said.
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