As an integral part of Oberoi Garden City’s mixed-use ecosystem, OGC – Cafés. Restaurants. Bars. extends the International Business Park experience beyond the workplace. It welcomes professionals and local visitors from across Mumbai’s western suburbs to connect, celebrate and enjoy memorable dining experiences throughout the day.

The curated mix of brands includes:

Restaurants & Bars: KOKO, Cin Cin, Baliboo, Dakshinayan, Bodega, and Hylo Taproom.

Cafés & Bakeries: Starbucks, TwentySeven Bakehouse, Greenr, and Bayleaf Café.

Kshitij Bahri, Senior General Manager – Commercial Leasing, Oberoi Realty, said, “Great business districts today are defined not only by the quality of their workplaces but also by the experiences they offer beyond them. OGC – Cafés. Restaurants. Bars reflect our vision of creating destinations that enrich everyday life by seamlessly integrating hospitality, community and convenience within the larger ecosystem of Oberoi Garden City. It is a natural extension of the International Business Park, designed to create an environment where people can work, meet, connect and unwind.”

The post Oberoi Realty Unveils ‘Cafés. Restaurants. Bars.’ at Oberoi Garden City, Goregaon appeared first on Business of Food.

Strategically located within the bustling food court of Palladium Ahmedabad, the flagship kiosk has been designed as an immersive retail destination that brings Berry Brothers’ commitment to freshness, quality, and transparency to life. Featuring an open, contemporary layout, the kiosk offers customers a clear view of the entire beverage preparation process, creating an engaging and interactive experience while reinforcing the brand’s focus on authenticity and trust. This allows customers to experience the preparation of fresh juices, smoothies, milkshakes, wellness beverages, and healthy refreshments using premium-quality fruits and carefully selected natural ingredients.

The live preparation format not only highlights the quality of the ingredients but also allows customers to connect more closely with the craftsmanship behind every beverage. The kiosk’s modern design, vibrant visual appeal, and efficient service model are tailored to meet the needs of today’s health-conscious consumers seeking convenient yet wholesome refreshment options.

Taranjit Shah Singh, Founder & Owner of Berry Brothers addressing on the occasion of the launch remarked, “The opening of our flagship kiosk at Palladium Ahmedabad represents an exciting milestone in our journey. Every new outlet is an opportunity to raise the bar – not only in product quality but also in customer experience. We believe Health is the New Luxury, and our mission is to make fresh, premium beverages accessible in India’s finest retail destinations. This flagship format reflects the future direction of Berry Brothers as we continue expanding across the country.”

Berry Brothers continues to strengthen its presence across India’s leading retail destinations, with successful operations in premium malls managed by renowned retail groups including DLF, Nexus Malls, Unity One, and now Palladium Ahmedabad. The company remains focused on strategic expansion through partnerships with leading retail developers across the country. This strategic expansion reflects Berry Brothers’ focus on partnering with best-in-class retail environments that offer strong consumer engagement, superior visibility, and a premium shopping experience. By securing locations within some of India’s most sought-after malls, the company is able to connect with a diverse customer base comprising families, young professionals, fitness enthusiasts, and health-conscious shoppers seeking nutritious refreshment options.

The Palladium Ahmadabad launch also marks the beginning of Berry Brothers’ association with Phoenix Group. The company is exploring additional opportunities within the group’s retail portfolio as part of its long-term expansion strategy.

The post Berry Brothers Opens Seventh Company-Owned Outlet with 360° Experience Kiosk appeared first on Business of Food.

Unlike most fast-casual restaurant chains that prioritize delivery-led expansion, Bad Boy Pizza has built its growth around destination dining experiences. The brand remained exclusively dine-in for its first 10 months, enabling it to cultivate a loyal customer community while achieving operational profitability at its flagship Lokhandwala outlet in just its second month. Today, dine-in contributes 95% of total revenue, with customer repeat rates exceeding 60%. Supported by strong unit economics, the company reports an outlet payback period of 15–18 months and is targeting 22–24% store-level EBITDA, a performance that has already generated more than 180 franchise inquiries from both domestic and international markets.

Building on strong operational fundamentals, Bad Boy Pizza has achieved an outlet payback period of just 15–18 months and is targeting 22–24% store-level EBITDA, underscoring the scalability of its business model. The brand has already attracted significant investor and franchise interest, receiving more than 180 franchise inquiries from India and overseas. Its expansion will follow a disciplined cluster-based strategy, with plans to operate 30 outlets across Western India by December 2027, generating an estimated Rs.100 crore ($12 million) in ARR. From mid-2027, the company will expand into key metropolitan markets including Delhi NCR, Bengaluru and Hyderabad through joint ventures and multi-unit franchise partnerships. It also has sure-shot plans of entering London and New York during 2028–29.

A key driver of the brand’s growth has been its differentiated culinary proposition, which combines 48-hour old-fermented New York-style pizza crusts with bold Indian and global flavours to appeal to Gen Z consumers. Signature offerings such as the Pushpa Pizza, Butter Chicken Garlic Bread, Kerala Fried Chicken, and Paan Soft-Serve Sundae have helped build a distinctive identity in the premium QSR segment. Marking its first anniversary, Bad Boy Pizza has further expanded its menu with innovative creations including Dabeli Garlic Bread, Khao Suey Pizza, and Thai Basil Pizza, reinforcing its positioning as a trend-led, experiential dining brand.

Badshah, Co-Founder, Bad Boy Pizza said, “Our growth over the past year has proven that when you build an authentic, uncompromising product, it forms its own community. We are incredibly proud to pioneer a brand-new subculture pizza brand out of India, one with the cultural relevance and scalability to resonate in food capitals across the world. We look forward to introducing the Bad Boy experience to millions of new diners.”

Karan Tanna, Co-Founder, Bad Boy Pizza states, “We set out to premiumize the neighbourhood pizza experience by engineering a brand tailored specifically for the next generation of global consumers. By identifying a clear white space in the market, we focused heavily on world-class culinary innovation and sustainable, highly profitable unit economics. As we scale internationally, our focus remains firmly on cluster-led growth and industry-leading outlet performance. We aim to capture a share of India’s $2 billion pizza market by scaling to over 70 outlets, utilizing a cluster-based approach to launch in major Indian metros and internationally in London and New York.”

Launched in 2025, Bad Boy Pizza is now joining the ranks of elite Indian celebrity-led D2C powerhouses like Shraddha Kapoor’s Palmonas, Katrina Kaif’s Kay Beauty, Ranveer Singh’s SuperYou, Kriti Sanon’s Hyphen and Kusha Kapila’s Underneat. By capitalizing on India’s booming quick-commerce ecosystem and building a highly engaged, culture-driven community, Bad Boy Pizza is fast transitioning from a disruptive newcomer into a high-growth market leader.

The post Badshah’s Bad Boy Pizza Sets Sights on Multi-City Growth, $24 Million Revenue Milestone appeared first on Business of Food.

Known for its Burmese cuisine with Indian, Chinese and Thai influences, Burma Burma currently operates over a dozen restaurants across Delhi NCR, Mumbai, Bengaluru, Hyderabad, Kolkata, Ahmedabad and Chandigarh.

Bengaluru remained the company’s biggest market during the year, contributing nearly Rs 50 crore, or over 32% of its total revenue. Mumbai followed with Rs 38.4 crore, while Delhi and Gurugram contributed around Rs 15 crore each. The remaining revenue came from Hyderabad, Noida, Kolkata, Ahmedabad and Chandigarh.

Dine-in continued to be the company’s main revenue driver, bringing in Rs 128 crore, which accounted for around 82% of total operating revenue. Online food delivery contributed Rs 15.9 crore during the financial year.

Despite healthy revenue growth, rising operating costs affected the company’s profitability. Higher depreciation and amortisation expenses led to the net loss widening nearly six times to Rs 14.5 crore in FY26, compared to Rs 2.5 crore in the previous financial year.

At the operating level, EBITDA grew 35% year-on-year to Rs 29 crore, with an EBITDA margin of 18.65%. The company’s return on capital employed (ROCE) stood at negative 10.1%. During FY26, Burma Burma spent Rs 1.13 to earn every rupee of operating revenue.

As of March 2026, the company had cash and bank balances of Rs 18 crore, while its total current assets stood at Rs 24.6 crore. Burma Burma has raised a total of $11 million in funding so far. In March 2026, it secured $4 million (around Rs 38 crore) in a funding round that valued the company at Rs 500 crore.

The post Burma Burma’s Revenue Surges to Rs 155.6 Crore in FY26 Amid Rising Expenses appeared first on Business of Food.

Paradise Biryani’s announcement of 20 new outlets in Bengaluru is only the visible part of a much larger story. Behind it lies a decade-long transformation that has seen the 73-year-old Hyderabad brand evolve from a regional restaurant chain into a professionally managed, technology-enabled food service platform targeting national scale. Today, backed by Samara Capital, Paradise is no longer merely expanding its restaurant network. It is attempting something far more significant—transforming a heritage regional brand into a professionally managed, technology-enabled national food service platform.

The latest evidence of that ambition comes from Bengaluru, where Paradise has announced plans to invest Rs. 25 crore to open 20 new outlets. While the city expansion is significant in itself, it is also the first visible milestone of a much larger strategy to invest Rs. 100 crore, add 100 new outlets over the next three years and expand the network from 57 operational restaurants across six cities to around 150–160 outlets.

For India’s organised foodservice industry, the announcement signals something bigger than another restaurant rollout. It demonstrates how private equity is increasingly backing proven regional food brands that combine strong consumer equity with the ability to scale nationally through disciplined execution.

Reinventing a Seventy-Three-Year Legacy

Paradise’s transformation has unfolded over more than a decade.

Samara Capital first invested in the company in 2014, acquiring a 35% stake for Rs. 70 crore, when Paradise operated just six restaurants in Hyderabad. Rather than pursuing rapid expansion, the initial years focused on professionalising the business, strengthening leadership, modernising operations and creating systems capable of supporting long-term growth.

The journey entered a new phase in February 2022, when Samara acquired the remaining promoter stake, taking complete ownership of the business. Since then, the company has accelerated investments in technology, people, operating systems and expansion planning, positioning Paradise for its most aggressive growth phase yet.

“The successful store model, best-in-class technology systems and strengthened leadership team provide a strong foundation for national expansion,” says Nilay Pratik, Managing Director, Samara Capital. “Our focus extends beyond adding stores to building a business that delivers consistency, operational discipline and an authentic customer experience across geographies.”

That philosophy reflects a broader shift taking place across India’s restaurant industry, where investors are increasingly favouring scalable operating models over rapid, capital-intensive expansion.

Beyond Restaurants, Building a Scalable Platform

Paradise’s current strategy is built around three complementary formats – high street restaurants, shopping mall outlets and cloud kitchens.

Rather than viewing delivery as an extension of dine-in, the company is designing an omnichannel business where every format serves a distinct purpose. Compact restaurants improve capital efficiency, malls strengthen brand visibility and impulse consumption, while cloud kitchens extend delivery reach into dense urban neighbourhoods.

Bengaluru has emerged as the ideal testing ground for this model. The company reports 30% year-on-year revenue growth in the city, with its latest mall outlets outperforming internal benchmarks and encouraging a wider rollout across organised retail destinations.

For Managing Director & CEO Abhik Mitra, however, expansion is only one part of the equation.

“The challenge isn’t opening more restaurants; it’s ensuring that customers receive the same Paradise experience every single time,” he has said in earlier media interactions.

That objective explains why Paradise continues to retain a company-owned, company-operated model rather than pursuing large-scale franchising.

Technology as the Secret Ingredient

As Paradise expands nationally, technology is becoming as important as its famous biryani recipe.

Automated kitchen systems, centrally managed recipes, digital operating dashboards and real-time quality monitoring have become integral to maintaining consistency across the network. Every outlet follows identical standard operating procedures, supported by structured staff training and continuous quality audits.

This investment in operational discipline is designed to ensure that the biryani served in Bengaluru, Chennai or Gurugram delivers the same experience that made Paradise a Hyderabad institution.

The Road Ahead

Paradise’s financial ambitions are equally ambitious. Management has outlined a roadmap to grow annual revenues from the current Rs. 260–300 crore to Rs. 500–550 crore by FY29, supported by a network of 150–160 outlets.

To fund this next chapter, the company is planning to raise Rs.100 crore through a 10–12% equity dilution, with the proceeds earmarked primarily for new store development rather than operational funding.

The strategy reflects confidence not only in the Paradise brand but also in the broader evolution of India’s organised foodservice market. Consumers are increasingly gravitating towards trusted regional brands that offer consistent quality, strong delivery capabilities and modern retail experiences.

For Paradise, the expansion into Bengaluru is therefore, not the destination. It is the opening chapter of a larger journey—one that seeks to demonstrate that an iconic regional restaurant chain can successfully scale into a national food brand without losing the authenticity that made it famous.

The post Paradise Biryani’s Second Serving: How Samara Capital is Cooking Up India’s Next Organised Food Brand appeared first on Business of Food.

The company has outlined an ambitious road map to achieve an annual turnover of Rs. 1,500 crore by 2033 while strengthening profitability. Over the next five years, Charcoal Concepts plans to invest in robust systems, supply chain efficiencies, and operational controls to improve EBITDA by 4–6 percentage points, creating a foundation for sustainable growth.

The company’s established portfolio, which includes Copper Chimney, Bombay Brasserie, Bombay Borough, and Wagamama, has delivered consistent performance in recent years. According to the company, revenues have grown by 12–14% annually over the past three years alongside improving EBITDA, supported by its multi-brand strategy and diversified cuisine offerings.

Rohan Sable, CEO of Charcoal Concepts said, “We have 11 Bombay Brasseries in India and 21 Copper Chimneys in India, with one Copper Chimney in London and two in Kuwait. We have a Bombay Borough in Dubai and in Colombo. The plan is to add 20 restaurants every year, taking us to about 250-plus,” Sable said, adding, “As we speak, we have five projects that are ongoing and four that are in various stages of planning.”

While outlining the company’s multi-brand growth strategy, Sable also highlighted other brands within the portfolio, including Irish House, Joshh, and Nando’s, though these do not fall under his direct leadership. Sable continued to express, “We are doing our first Irish House and Bombay Brasserie combo at Eco World in Bengaluru, and that is going to be the new Bombay Brasserie. We are rethinking it from the ground up.”

Technology is expected to play a central role in this transformation. The company has been investing in AI-powered operational tools such as Amply, which is being used across its restaurants in India, Dubai, Colombo, London, and other international locations. The platform leverages AI-based image recognition to monitor hygiene standards and operational consistency by identifying deviations from predefined benchmarks, helping streamline training and improve execution across outlets. In addition, Charcoal Concepts is exploring energy automation and Internet of Things (IoT)-based solutions to further optimise restaurant operations.

Looking ahead, Charcoal Concepts has set aggressive expansion targets. By 2033, it plans to operate more than 100 Copper Chimney restaurants, 75 Wagamama outlets, and 70 Bombay Brasserie locations, while also introducing new brands in high-growth cuisine segments. Overall, the company aims to scale its network to around 250 restaurants globally.

Beyond its existing brands, Charcoal Concepts is preparing to enter new food service categories, including dark kitchens, all-day cafés, patisserie bakeries, and premium South Indian quick-service dining concepts focused on regional Tamil and Telugu cuisines.

With technology-enabled operations, a growing portfolio of established brands, and a clear expansion road map, Charcoal Concepts is positioning itself to become one of India’s largest multi-brand restaurant companies over the coming decade.

The post Charcoal Concepts Charts Aggressive Growth Under New CEO Rohan Sable, Targets Rs. 1,500 Crore Revenue by 2033 appeared first on Business of Food.

Designed to cater to evolving consumer preferences, Anardana is known for its modern interpretation of Indian cuisine and vibrant ambience, making it suitable for both casual dining and social gatherings. The restaurant can accommodate around 80 guests, complementing the lively atmosphere of the mall’s dedicated dining level.

The addition aligns with Vegas Mall’s strategy of curating a diverse mix of shopping, entertainment, and food experiences, reinforcing its appeal as a comprehensive lifestyle destination for visitors in Dwarka.

Commenting on the launch, Ravinder Choudhary, Vice President, Vegas Mall said, “We are delighted to welcome Anardana to Vegas Mall. The brand resonates with today’s diners and strengthens our food and beverage portfolio. We remain committed to introducing concepts that enhance the overall visitor experience and further establish the mall as a preferred destination for shopping, dining, and entertainment.”

The launch of Anardana marks another step in Vegas Mall’s efforts to curate a diverse mix of retail, entertainment, and dining, further enriching the overall visitor experience. With Anardana joining its lineup, Vegas Mall continues to strengthen its position as one of Dwarka’s leading lifestyle and dining destinations, offering consumers an increasingly diverse range of culinary experiences under one roof.

The post Vegas Mall’s 5th Deck Gets a Flavourful Upgrade with Anardana appeared first on Business of Food.

Set against the backdrop of Kensington Gardens, the Serpentine Summer Party has long been regarded as one of the world’s most influential cultural gatherings. Hosted annually by the Serpentine, the invitation-only fundraiser champions the institution’s year-round programme of exhibitions, public commissions, educational initiatives, and artistic experimentation. Over the years, it has become a magnet for global taste makers, bringing together leading voices from art, fashion, architecture, design, film, music, business, and philanthropy.

This year’s edition will be co-hosted by acclaimed cultural icons Salma Hayek Pinault, Alfonso Cuarón and Alejandro González Iñárritu, bringing together an extraordinary international guest list of artists, actors, designers, architects, collectors, entrepreneurs and cultural tastemakers.

The 2026 edition is particularly significant as it coincides with the unveiling of the 25th Serpentine Pavilion, one of the world’s most prestigious architectural commissions. Designed by Mexico City-based LANZA Atelier, led by architects Isabel Abascal and Alessandro Arienzo, this year’s pavilion reimagines Britain’s historic serpentine brick walls through a contemporary architectural lens, creating a sculptural gathering space dedicated to dialogue, creativity and public engagement.

Among this year’s international guests will be Varun Jain Founder and CEO of Smoke Lab Vodka and Sanya Jain, Co-Founder, Smoke Lab Vodka and Creative Director, Smoke Lab Wear, second-generation entrepreneurs of NV Group, one of India’s largest integrated Alcobeverage companies with over three decades of industry expertise. More than a brand milestone, the moment signals a broader shift in global luxury – one where Indian entrepreneurs are setting new benchmarks for authenticity, creativity, and world-class craftsmanship.

As the Exclusive Vodka Partner, throughout the evening, Smoke Lab will be the only vodka represented across the event’s cocktail programme, introducing guests to a contemporary expression of Indian flavours through a curated signature cocktail called Spicy Raw Mango Sour, crafted exclusively with Smoke Lab Green Chilli Mango. Smoke Lab Classic and Smoke Lab Saffron will also be showcased throughout the evening, highlighting the brand’s distinctive portfolio and contemporary interpretation of India’s rich ingredient heritage.

Commenting on the partnership, Varun Jain, Founder and CEO, Smoke Lab Vodka said, “The Serpentine Summer Party sits at the intersection of culture, creativity and global influence, making it a natural fit for Smoke Lab. For us, this is far more than a partnership—it is an opportunity to showcase a contemporary Indian luxury brand on one of the world’s most respected cultural platforms. As we make our UK debut, we are proud to represent a new generation of Indian spirits that can confidently stand alongside the finest brands anywhere in the world.”

Sanya Jain, Co-Founder, Smoke Lab Vodka and Creative Director, Smoke Lab Wear added, “Today’s consumers are increasingly drawn to brands with authenticity, originality and a strong point of view. Smoke Lab was created to offer a fresh expression of India – one that is design-led, culturally relevant and globally resonant. Being part of the Serpentine Summer Party allows us to engage with an international community that values creativity, craftsmanship and discovery, while introducing Smoke Lab to the UK through one of the world’s most influential cultural gatherings.”

As Smoke Lab continues to expand across key international markets, its association with the Serpentine Summer Party marks a significant chapter in the brand’s journey – from the Himalayan foothills to one of the world’s most celebrated cultural stages. More than a milestone for the brand, it signals a new era in which Indian brands are not just participating in global luxury, but helping shape its future.

The post Smoke Lab Vodka Redefines India’s Global Presence with a Landmark UK Launch appeared first on Business of Food.

Nestlé Professional opening a new NESCAFÉ kiosk at Thrissur Railway Station in Kerala, marks the company’s formal entry into one of India’s largest and most influential consumption ecosystems — the Indian Railways network, which serves millions of passengers every day.

The launch is Nestlé Professional’s first kiosk under its partnership with Indian Railways and represents a significant step in the company’s ambition to deepen its out-of-home presence across high-footfall transit locations. For Nestlé India, whose annual report repeatedly highlights “penetration-led volume growth” as a key strategic pillar, railway stations offer something few channels can match – scale, frequency and daily consumer engagement.

Located at one of Kerala’s busiest railway stations, the new outlet offers travellers a range of hot and cold coffee beverages along with curated food options designed to deliver quality, convenience and consistency. More importantly, it gives Nestlé direct access to millions of consumers who increasingly seek trusted food and beverage brands while on the move.

“Indian Railways touches the lives of millions of Indians every day and has earned a place of immense trust in the hearts of consumers across the country. Being associated with such an iconic institution is a matter of great pride for us,” said Saurabh Makhija, Head, Nestlé Professional. “With the launch of our NESCAFÉ outlet at Thrissur Railway Station, we are delighted to bring travellers a comforting and familiar experience through quality coffee and trusted food and beverage offerings during their journeys.”

Building India’s Out-of-Home Consumption Engine

The railway initiative comes at a time when Nestlé Professional has emerged as one of the fastest-growing businesses within Nestlé India.

According to the company’s FY26 Annual Report, the out-of-home business delivered robust volume-led growth driven by strong customer acquisition, deeper channel penetration and expanding consumption occasions. The business continues to embody Nestlé India’s broader strategy of creating growth through increased consumption frequency rather than relying solely on price increases.

This strategy is visible across multiple channels. Educational institutions, hospitals, airports, corporate offices, malls and transit locations have become important growth engines as consumers spend more time outside their homes and increasingly consume food and beverages across multiple daily occasions.

“At Nestlé Professional, we are committed to fueling customer growth through strong partnerships and purposeful innovations. By staying ahead of evolving consumer needs and leveraging our iconic brands with culinary expertise, we enable differentiated out-of-home experiences,” Makhija noted in the annual report.

The Thrissur launch therefore fits into a much larger national play. Rather than viewing railway stations as standalone retail locations, Nestlé sees them as strategic consumption hubs where millions of consumers can engage with its brands every day.

Why Railways Matter

Few consumer channels in India offer the scale and reach of Indian Railways.

For Nestlé Professional, railways represent a unique combination of high traffic, repeat usage and national coverage. Unlike traditional retail outlets where purchases are destination-driven, railway stations capture consumers during travel occasions when convenience, trust and speed become critical purchase drivers.

“Railways is a very important channel for Nestlé Professional, given its scale and ability to connect with millions of consumers on the move every day,” said Jinraj Adyanthaya, Sales Head, Nestlé Professional.

“This new initiative with Indian Railways will enable us to further expand our presence across the network while bringing a wider range of Nestlé’s food and beverage offerings to consumers on the move.”

The company has ambitious plans for expansion.

Adyanthaya indicated that Nestlé Professional intends to participate in railway tenders across divisions throughout India, creating opportunities to establish a significantly larger presence within the railway ecosystem.

“We intend to participate in as many tenders as possible across railway divisions throughout India under this initiative, helping us strengthen our footprint in the travel segment and make our trusted brands more accessible to consumers.”

All railway outlets will be operated through Nestlé-authorised operators to ensure consistent product quality, service standards and consumer experience across locations.

Retail ONE Crosses 1,000 Kiosks

The railway initiative also builds upon one of Nestlé Professional’s most successful growth platforms — Retail ONE.

The operator-funded kiosk model crossed the milestone of 1,000 kiosks across India during FY26, making it one of the largest branded foodservice kiosk networks in the country.

These kiosks operate under formats such as NESCAFÉ Corners, MAGGI Hotspots and KITKAT Break Zones across educational campuses, healthcare institutions, airports, malls and other high-traffic locations.

What makes Retail ONE particularly significant is that it serves both commercial and social objectives.

The network has created employment opportunities for more than 1,700 people, including nearly 300 women and six specially-abled individuals. Beyond sales, the model enables entrepreneurship while expanding Nestlé’s reach into new consumption occasions.

The addition of railway stations potentially opens another large chapter for the network’s expansion.

Innovation Beyond Coffee

While NESCAFÉ remains the flagship brand for many of these outlets, Nestlé Professional’s ambitions extend far beyond coffee.

The annual report highlights the company’s growing focus on becoming a “total solution provider” for foodservice operators.

Recent innovations include NESCAFÉ Duo Gusto machines capable of dispensing both hot and cold beverages, low- and zero-sugar beverage options for health-conscious consumers, and UPI-enabled dispensing solutions that support unattended formats.

The company is also expanding the application of its food brands within professional kitchens.

KITKAT Spread has been introduced to support dessert innovation by chefs. MILKMAID has found applications beyond traditional chai into bakery, desserts and Vietnamese coffee preparations. MAGGI Coconut Milk Powder has expanded into coastal cuisine applications, delivering strong double-digit growth.

Nestlé Professional has also strengthened partnerships across the foodservice ecosystem. Collaborations with Burger King India resulted in the launch of BK Fusion KITKAT Shake and Sundae across more than 500 restaurants, while alliances with Bakingo, Gianni’s Ice Cream and SOCIAL have driven dessert innovation.

India’s Second-Largest Out-of-Home Market in AOA

Nestlé’s out-of-home ambitions are backed by significant scale.

India remained the second-largest market for Nestlé’s Out-of-Home business within the Asia, Oceania and Africa region, trailing only China. Growth was supported by premiumisation, relevant innovation and deeper penetration across metro, mega-city and tier-1 markets.

As India’s foodservice industry continues to grow faster than many traditional packaged food categories, Nestlé Professional is increasingly positioning itself not merely where products are sold, but where food and beverages are consumed.

The launch at Thrissur Railway Station reflects this shift.

For travellers, it may simply mean access to a familiar cup of coffee during a journey. For Nestlé Professional, however, it represents something much larger — another step towards building one of India’s most extensive out-of-home consumption networks, connecting iconic brands with consumers wherever they work, study, travel and spend time beyond their homes.

The post Nestlé Professional Enters Indian Railways with NESCAFÉ Kiosk at Thrissur Station appeared first on Business of Food.

When Anjan Chatterjee opened Mainland China in Mumbai in 1994, few could have imagined that the restaurant would go on to become one of India’s most influential food brands.

At a time when Chinese food in India largely meant neighbourhood eateries serving heavily Indianised dishes, Mainland China introduced consumers to a more authentic and premium dining experience. Elegant interiors, carefully curated menus, professional service and a consistent dining experience helped create what would eventually become one of the country’s most successful restaurant brands.

Three decades later, that single restaurant has evolved into Speciality Restaurants Ltd., India’s only publicly listed restaurant company, operating more than 126 outlets across restaurants, confectionery formats and cloud kitchens, with annual revenues approaching Rs. 500 crore.

Now, with founder Anjan Chatterjee passing the CEO baton to son Avik Chatterjee, the spotlight is not only on leadership succession but on the evolution of one of India’s most diversified restaurant portfolios.

THE MAINLAND CHINA PHENOMENON

For millions of Indians, Mainland China was their first introduction to premium Chinese dining.

The brand built its reputation around Cantonese, Sichuan and Hunan-inspired dishes adapted carefully for Indian palates without losing authenticity. Signature dishes such as Crispy Chilli Potato, Golden Fried Prawns, Burnt Garlic Rice, Exotic Vegetables in Hot Garlic Sauce and various dim sum offerings became category-defining menu items.

Typically positioned in the Rs. 1,200-2,500 per person spending range depending on market and occasion, Mainland China emerged as a preferred destination for family celebrations, corporate meals and special occasions.

Today, despite the arrival of international Asian dining chains and numerous independent operators, Mainland China remains one of India’s most recognised Chinese restaurant brands.

OH! CALCUTTA: PRESERVING A CULINARY HERITAGE

If Mainland China brought China to India, Oh! Calcutta brought Bengal to the rest of the country.

Widely regarded as India’s most successful regional cuisine restaurant brand, Oh! Calcutta transformed Bengali cuisine from a niche regional offering into a premium dining category.

Its menu celebrates heritage dishes such as Chingri Malai Curry, Kosha Mangsho, Bhetki Paturi, Daab Chingri and traditional Bengali sweets. Average spends typically range from Rs. 1,500-3,000 per person, positioning the brand firmly in the premium dining segment.

More importantly, Oh! Calcutta demonstrated that regional Indian cuisines could command national appeal when packaged with authenticity, storytelling and consistency.

ASIA KITCHEN: MAINLAND CHINA FOR A NEW GENERATION

As dining habits evolved, Speciality Restaurants realised younger consumers wanted faster, more casual and more affordable Asian dining experiences.

Asia Kitchen by Mainland China was born from this insight.

Offering pan-Asian cuisine spanning Chinese, Thai, Japanese and Southeast Asian influences, the brand targets younger urban diners with average spends ranging from Rs. 800-1,500 per person.

The format reflects a broader industry trend where consumers increasingly seek frequent dining occasions rather than only celebratory meals.

SIGREE AND GLOBAL GRILL: THE INDIAN BARBECUE STORY

Long before the explosion of buffet grill concepts across India, Sigree helped popularise interactive barbecue dining.

Built around North Indian kebabs, grilled meats, seafood and regional specialties, the brand became synonymous with family gatherings and celebrations.

Sigree Global Grill later evolved the concept by incorporating international grilling styles, live counters and wider buffet selections, competing directly in India’s rapidly growing experiential dining segment.

These formats typically attract groups and families, generating higher average ticket sizes while benefiting from predictable consumption patterns.

SWEET BENGAL: BEYOND RESTAURANTS

Perhaps one of the most underrated brands in the portfolio is Sweet Bengal.

Created to extend the company’s relationship with consumers beyond restaurant occasions, Sweet Bengal focuses on Bengali sweets, snacks and gifting.

From Rosogolla and Sandesh to Mishti Doi and festive assortments, the brand taps into India’s massive ethnic sweets market while creating recurring purchase occasions beyond dining out.

The confectionery business also offers significantly different economics compared to restaurants, helping diversify revenue streams.

CAFÉ MEZZUNA: THE URBAN EUROPEAN CAFÉ

Among the earliest projects closely associated with Avik Chatterjee, Café Mezzuna represents the group’s move into contemporary European casual dining.

The menu spans wood-fired pizzas, artisanal pastas, salads, steaks and comfort food favourites. Positioned for affluent urban consumers, the format bridges the gap between cafés and full-service restaurants.

With average spends ranging from Rs. 1,200-2,000 per guest, Café Mezzuna caters to consumers seeking international cuisine in a relaxed environment.

GONG: INDIA’S ANSWER TO ASIAN LUXURY DINING

If Mainland China defined the group’s first era, Gong arguably represents its future.

Developed as a contemporary Asian dining and cocktail destination, Gong targets affluent millennials and Gen Z consumers seeking immersive experiences rather than traditional restaurant visits.

The menu blends Japanese, Chinese, Thai and Southeast Asian influences with premium cocktails, stylish interiors and nightlife elements.

Average spends can exceed Rs. 3,000-5,000 per couple, placing the brand squarely in the premium lifestyle dining category.

For Avik Chatterjee, Gong has become a showcase for how experiential dining is reshaping urban consumption patterns.

THE NEW-GEN PORTFOLIO

Over the years, the company has expanded through brands such as Episode One, Haka, Flame & Grill, POH (Progressive Oriental House), Walter’s and several delivery-first concepts.

These brands reflect changing consumer behaviour:

• Smaller and more efficient footprints
• Higher focus on cocktails and experiences
• Younger demographics
• Digital-first customer acquisition
• Delivery integration
• Faster menu innovation cycles

Collectively, they represent the company’s attempt to remain relevant in a market where dining trends change faster than ever before.

THE AVIK ERA

While Anjan Chatterjee built brands around cuisine leadership, Avik Chatterjee’s challenge will be building brands around experiences.

The Indian restaurant market of 2026 is fundamentally different from the market of 1994. Consumers today are influenced by social media, international travel, food delivery platforms, global food trends and experience-driven spending.

This is where Avik’s experience with contemporary concepts, cloud kitchens, bars and new-age dining formats becomes increasingly important.

The next growth phase for Speciality Restaurants is likely to be driven not only by cuisine but by occasions, communities and experiences.

A HOUSE OF BRANDS, NOT A RESTAURANT CHAIN

What makes Speciality Restaurants unique is that it is no longer a restaurant company in the traditional sense. It has evolved into a food and beverage platform housing multiple cuisines, multiple price points and multiple consumer occasions.

From a Rs. 200 box of Bengali sweets at Sweet Bengal to a Rs. 5,000 celebratory dinner at Gong; from heritage Bengali cuisine at Oh! Calcutta to contemporary Asian experiences at Asia Kitchen; from family grill dining at Sigree to European café culture at Café Mezzuna—the company has built one of the broadest culinary portfolios in Indian foodservice.

As Anjan Chatterjee steps back from day-to-day executive responsibilities and Avik Chatterjee takes charge, the real question is not whether the legacy will continue. The question is how far this house of brands can expand as India’s foodservice market marches toward becoming one of the world’s largest dining economies.

The post From Mainland China to Gong: How the Chatterjees Built India’s Most Diverse Restaurant House appeared first on Business of Food.