In his new position, he will lead the marketing function for KFC across the South Asia region, with a focus on strengthening brand equity, driving consumer engagement, and supporting the brand’s growth strategy.

Mukherjee brings more than 16 years of experience in brand building and business leadership across the Japan Asia-Pacific (JAPAC) region. Over the course of his career, he has developed deep expertise in brand strategy, commercial leadership, business growth, and consumer marketing across multiple international markets.

Prior to joining Yum! Brands, Mukherjee spent more than 15 years at Procter & Gamble, where he held several leadership roles across the organisation. His last role was the Commercial Leader and Head of Brand Function for Vietnam, Malaysia, and Singapore, leading the company’s overall brand function across the three markets.

He began his journey at P&G in June 2010 as Assistant Brand Manager for Personal Care New Business Development, overseeing brands such as Old Spice, Olay Body, and Camay, before progressing through a series of senior leadership positions.

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Most airport stories revolve around aircraft, passenger traffic and connectivity. For the organised foodservice industry, however, the more important story starts after passengers leave the terminal. Around the airport, an entirely new urban ecosystem is taking shape—one that could eventually support cafés, quick-service restaurants, food courts, destination dining, hotel restaurants, cloud kitchens and drive-thrus on a scale rarely seen in a greenfield development.

The Airport Is Only the Beginning

Across the world, successful airports have evolved into far more than transport hubs. They have become magnets for investment, attracting hotels, convention centres, corporate offices, logistics parks, retail developments and residential communities. Foodservice is invariably one of the earliest beneficiaries because every new business, hotel or neighbourhood creates fresh dining occasions.

Noida International Airport appears to be following the same trajectory.

While the airport itself is designed to serve millions of passengers, the larger opportunity lies in the 5,100-hectare Aerotropolis planned by the Yamuna Expressway Industrial Development Authority (YEIDA). As commercial districts, hospitality projects and urban infrastructure gradually emerge, the airport will evolve from a point of transit into the centre of a new consumption economy.

For restaurant operators, that distinction changes everything. Instead of evaluating the airport as a standalone location, they must begin looking at it as the anchor of an expanding metropolitan market.

Two Food Economies, One Airport

Every airport creates a captive dining market inside its terminals, but the world’s most successful airport cities generate a second, much larger food economy outside their boundaries.

The first is driven by travellers. It rewards brands that deliver speed, familiarity and operational efficiency within highly regulated environments. Compact kitchens, standardised menus and rapid service are essential because passengers value convenience above almost everything else.

The second economy grows more gradually but ultimately becomes far more significant. Hotels create breakfast, banqueting and all-day dining demand. Office districts generate weekday consumption. Residential neighbourhoods produce repeat local business, while logistics parks and entertainment venues keep foodservice active well beyond traditional meal periods. Together, these diverse demand drivers transform airport retail into a full-fledged urban food ecosystem.

It is this second economy—not the terminal itself—that deserves the closest attention from the foodservice industry.

A Carefully Curated Beginning

The airport’s initial foodservice mix offers important clues about the commercial strategy being adopted.

Rather than filling every available space, the airport has opted for a carefully curated portfolio managed by specialist concessionaires. Travel Food Services (TFS) and HMSHost India (Avolta) oversee the terminal’s food and beverage programme, while TajSATS is establishing a 40,000 sq. ft. in-flight kitchen to support airline catering, airport lounges and selected food operations.

The choice of brands reflects the changing preferences of today’s travellers. Global QSRs sit alongside premium coffee, Indian tea specialists and grab-and-go concepts, creating a balanced portfolio designed around convenience, consistency and throughput rather than sheer variety. It is a strategy increasingly adopted by leading international airports, where operational efficiency is considered as important as culinary choice.

For established foodservice companies, these early openings are significant not merely because they occupy premium airport locations, but because they signal the beginning of a much broader commercial ecosystem.

Looking Beyond the Terminal

Winning an airport concession has traditionally been regarded as the ultimate milestone for restaurant brands. At Noida International Airport, it may prove to be only the first step.

As hotels, commercial districts, logistics hubs and residential communities emerge around the airport, the opportunities for organised foodservice are likely to multiply far beyond the terminal itself. The brands that establish an early presence across this evolving ecosystem—rather than focusing solely on airport retail—could ultimately be the ones that shape North India’s next major foodservice destination.

THE REAL PRIZE LIES BEYOND THE RUNWAY

The first wave of foodservice investment at Noida International Airport is already visible inside the terminal. The second—and potentially far larger—wave will be determined by what happens outside it.

Unlike conventional airports that function largely as transport hubs, Noida International Airport has been conceived as the centrepiece of an integrated Aerotropolis. As hotels, office districts, logistics parks, retail developments, educational institutions and residential communities emerge over the coming years, each will create its own foodservice demand. Collectively, they will transform the airport from a passenger destination into a year-round consumption ecosystem.

For organised foodservice, that distinction is fundamental. Passenger numbers may trigger the opportunity, but they will not define its long-term scale.

Why the Aerotropolis Changes the Rules

Airport terminals are designed for operational efficiency. Every square foot is carefully planned, security protocols are stringent and restaurant formats are optimised for speed and throughput. Outside the terminal, the rules change completely.

The Aerotropolis offers space to build destination restaurants, signature cafés, entertainment-led food courts, neighbourhood dining hubs, hotel restaurants, drive-thrus and even central production kitchens. Unlike airport concessions, which operate within fixed commercial parameters, these developments allow brands to create long-term assets and stronger customer relationships.

More importantly, they generate recurring business. A traveller may pass through an airport once every few months, but an office employee buys coffee every morning, a hotel hosts conferences every week and a residential community creates demand every day. That recurring demand is what turns airport-led development into a sustainable food economy.

A Market That Grows with the City

Perhaps the most compelling aspect of the Yamuna Expressway corridor is that the foodservice market will expand alongside urban development. Every new hotel increases breakfast and banqueting demand. Every office tower creates opportunities for cafés, quick-service restaurants and food courts. Residential neighbourhoods support neighbourhood dining, while convention centres and entertainment venues generate premium dining occasions.

This creates a diversified customer base that extends well beyond airline passengers. Instead of depending on a single source of demand, foodservice operators will be able to serve travellers, business visitors, airport employees, logistics professionals, office workers, local residents and expressway commuters—all within the same geographic corridor.

That diversity is one of the defining characteristics of successful airport cities around the world.

Who Stands to Benefit Most?

Coffee chains are likely to be among the earliest beneficiaries because they naturally serve multiple customer segments throughout the day. Quick-service restaurants will continue to thrive on speed, familiarity and operational consistency, while food courts are expected to become anchors of future mixed-use developments.

Hotels will expand opportunities for premium dining and banqueting, while drive-thrus along the Yamuna Expressway can cater to increasing inter-city traffic. At the same time, cloud kitchens and central commissaries will have an opportunity to build efficient supply networks serving airport outlets, hotels and nearby commercial developments from shared production facilities.

For shopping centre developers, the implications are equally significant. Foodservice is increasingly becoming the primary reason consumers visit retail destinations. Around the Aerotropolis, restaurants, cafés and entertainment-led dining precincts are likely to become destination anchors that enhance footfall, extend dwell time and strengthen the commercial viability of mixed-use projects.

The First Movers Will Shape the Market

One lesson is common to every successful airport city—from Amsterdam and Singapore to Dubai and Delhi Aerocity. The companies that establish an early presence are often the ones that define the market.

Early entrants secure the best locations, develop supply chains ahead of competitors and build brand familiarity before surrounding development reaches maturity. More importantly, they have the opportunity to grow alongside the city rather than enter after the market becomes crowded.

For foodservice companies, this means thinking beyond a single airport outlet. The stronger strategy may be to build an integrated network comprising airport restaurants, neighbourhood cafés, hotel dining, food courts, drive-thrus and cloud kitchens, creating multiple revenue streams from one rapidly developing region.

A New Foodservice Geography

The significance of Noida International Airport extends far beyond aviation. It represents the emergence of a new geography of consumption where airports, hospitality, commerce and urban development reinforce one another.

Whether the Yamuna Expressway ultimately evolves into North India’s next ₹10,000-crore foodservice corridor will depend on the pace of development across the Aerotropolis. Yet the direction is already evident. The airport has created the catalyst; the surrounding ecosystem will determine the scale.

For foodservice companies, hospitality operators and shopping centre developers, the opportunity is no longer confined to winning space inside an airport terminal. It lies in recognising that an entirely new market is taking shape—one where the greatest rewards may belong not to those who arrive first at the gate, but to those who establish themselves across the airport city before it reaches cruising altitude.

The post AIRPORT CITY, FOOD CITY: Why Noida International Airport Could Create North India’s Next ₹10,000-Crore Foodservice Corridor appeared first on Business of Food.

The company has also elevated Saurabh Girdhar as Assistant Vice President and Chief Operating Officer of the Pizza Hut business from the same date as part of a wider senior management reshuffle.

The appointment brings one of Sapphire Foods’ most experienced internal leaders back to the KFC business at a time when India’s organised QSR market is becoming increasingly competitive and operationally demanding.

Vohra is currently serving as CEO of Pizza Hut India at Sapphire Foods and has spent nearly a decade within the company across multiple leadership roles including Market Manager for Western India and COO of Pizza Hut India before taking charge as CEO of the pizza business in 2021.

What makes his elevation notable is the breadth of operational and hospitality experience he brings to the role. Before joining Sapphire Foods, Vohra worked with Yum Brands, where he handled operations across nearly 50 stores in western and southern India with annual business volumes of approximately Rs. 250 crore and teams of around 2,000 employees. His earlier career included leadership stints at Marriott International, Taj Hotels, Hyatt and The Park Hotels.

At Marriott, he served as Director of Operations at the Marriott Convention Center & Hotel in Pune, overseeing rooms, food and beverage, culinary and event management operations. At Taj Hotels, he handled multiple senior food and beverage leadership roles, including launches of restaurants and luxury hospitality formats. During his Hyatt years, he was involved in launching premium dining concepts and managing large-format F&B operations.

Industry observers say the appointment reflects Sapphire Foods’ preference for leaders with strong execution and operational backgrounds as the restaurant sector navigates changing consumer behaviour, rising competition and profitability pressures.

Sapphire Foods has emerged as one of India’s largest listed QSR franchise operators with a presence across KFC, Pizza Hut and Taco Bell formats in India and Sri Lanka. Over the past few years, the company has focused on strengthening its dine-in, takeaway and delivery-led ecosystems while expanding its store footprint across metros as well as emerging cities.

The KFC business in India continues to remain one of the most competitive segments within the QSR industry, with operators balancing expansion, affordability, menu innovation and delivery economics amid evolving consumption trends.

Deepak Taluja, who will step down on July 24, 2026, thanked the company leadership and teams in his resignation communication and said he would continue to support the transition process during the notice period.

Meanwhile, the elevation of Saurabh Girdhar at Pizza Hut further underlines Sapphire Foods’ strategy of strengthening internal leadership pipelines. Girdhar has more than 17 years of experience in the restaurant industry and has previously worked with Yum India and Devyani International before joining Sapphire Foods.

The management changes come at a time when India’s organised foodservice sector is witnessing sharper focus on store productivity, customer experience, delivery-led growth and operational efficiency as brands compete for a larger share of urban consumption spending.

The post Sapphire Foods Bets on Proven Operator Vikrant Vohra to Lead KFC Business appeared first on Business of Food.

Strategically positioned in Sector 75, Spectrum@Metro Phase 2 has emerged as a growing commercial and lifestyle hub backed by strong residential catchment, seamless connectivity, and increasing consumer footfall. The project continues to attract leading retail and dining brands, offering visitors an integrated experience comprising shopping, entertainment, leisure, and dining under one roof. The launch of KFC further reinforces Spectrum Metro’s positioning as a preferred destination for premium retail and lifestyle experiences in Noida.

Speaking on the launch, Ajendra Singh, Vice President, Spectrum@Metro said, “We are delighted to welcome KFC to Spectrum Metro Phase 2. The addition of such an iconic global brand aligns with our vision of creating a dynamic and engaging destination for visitors. As consumer preferences continue to evolve towards experiential retail and dining, we remain focused on bringing renowned brands that enhance the overall experience and add greater value to the destination.”

The newly launched KFC outlet has been designed to offer a modern dining ambience along with dine-in, takeaway, and delivery services, catering to the convenience-driven preferences of today’s consumers. With the addition of KFC, Spectrum Metro Phase 2 continues to expand its retail ecosystem and strengthen its appeal as one of the prominent lifestyle and commercial destinations in the region.

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As the two finish up a shopping spree, Ashlesha casually suggests a quick KFC stop – only to be met with a skeptical “KFC? Abhi?” from mom Priyamani. What follows is a series of “haan” & “naa”, dramatic reactions and a very firm refusal, which even catches Colonel Sander’s attention. But Priyamani’s resistance doesn’t last long. One bite of the all-new Crispy ShaWOWrma wrap is all it takes to flip mumma’s “naa” into a very enthusiastic “haan.”   

A KFC India spokesperson said, “When it comes to KFC, there’s often a playful moment of indecision, especially among fence sitters who are quick to ask “KFC? Abhi?” It’s rarely about whether to indulge, but more about debating the right moment to indulge. With the all-new Crispy ShaWOWrma Wrap, we wanted to lean into that very real behaviour and celebrate the idea that there isn’t really a wrong time for finger-licking good food. Our new film captures this dynamic perfectly – showing how quickly the initial “naa” turns into a “haan” with the first bite. The KFC Crispy ShaWOWrma Wrap is our twist on the familiar favourite and we’re confident that our consumers will strongly echo the WOW when they take that first bite.”

Mayuresh Dubhashi, Chief Creative Officer, FCB Neo, said, “This campaign captures a very real, very Indian hesitation of KFC fence sitters and flips it with surprise and delight. By introducing the KFC Crispy ShaWOWrma Wrap, we’re bringing together the unmistakable crunch of our chicken with flavours people already love, in a format that feels both familiar and exciting. With the quirky nature of the film along with the new offering, we believe, every “Naa” will invariably turn into a “Haan”.

The all-new menu item is KFC’s twist on the familiar favourite. The KFC Crispy ShaWOWrma Wrap comes with a deliciously toasted tortilla wrap, loaded with KFC’s iconic crispy Peri-Peri chicken strips, creamy shawarma mayo, fresh lettuce & tangy pickled Mediterranean veggies.

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The awesome saucesome range takes KFC’s iconic finger lickin’ good chicken & dunks it in bold, indulgent flavours. Featuring an all-new Fiery Texas BBQ sauce, the Dunked range is designed to make every bite saucy.

The Dunked range takes the classic Chicken Zinger loaded with juicy chicken fillets, droolworthy Chicken Wings, crispy Chicken Leg Pieces, and Boneless Chicken Strips and generously dunks them in the Fiery Texas BBQ sauce.

The all-new Dunked Range is available across all 1300+ KFC restaurants in India for dine-in & takeaway, as well as via the KFC app, website, or via leading food delivery apps.

KFC fans can pre-order via the KFC app while dining in, skip the queues and get dunked in flavour with the all-new Dunked range, starting at just Rs. 89/-.

The post KFC India expands menu with the all-new dunked range appeared first on Business of Food.

The merger will be executed through a share-swap arrangement, under which Devyani International will issue 177 equity shares for every 100 shares held in Sapphire Foods. Post-merger, Devyani’s promoters will continue to hold a majority stake in the merged entity. The transaction is expected to be completed within 12–15 months, subject to regulatory, shareholder, and statutory approvals.

Strategically, the merger is aimed at unlocking annual cost and operating synergies of approximately Rs 210–225 crore, starting from the second full year after completion. These efficiencies are expected to come from supply chain integration, procurement leverage, backend consolidation, store-level productivity improvements, and stronger negotiating power with landlords and vendors. At a time when the QSR industry is grappling with input cost inflation, margin pressure, and moderation in same-store sales growth, scale has become a critical lever for sustaining profitability.

The consolidation also reflects a broader shift in India’s foodservice market, where large franchise operators are prioritising operational efficiency, balance sheet strength, and disciplined expansion over aggressive store rollouts. Investor sentiment mirrored this outlook, with Devyani International’s shares reacting positively following the announcement, underscoring market confidence in the long-term strategic rationale of the deal.

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The company posted a consolidated net loss of Rs 21.9 crore for Q2 FY26, compared to a marginal profit of Rs 0.17 lakh in the same period last year. Revenue from operations, however, rose 12.6% year-on-year to Rs 1,377 crore, driven by continued network expansion. During the quarter, Devyani added 263 new stores, taking its total outlet count to 2,184.

Operational metrics reflected sustained headwinds. Same-store sales fell 4.2% for KFC and 4.1% for Pizza Hut, underscoring weak discretionary spending and heightened competition in the QSR segment. EBITDA margin contracted to 14.1%, compared to 16.3% in the previous year, impacted by elevated input costs, increased promotional expenditure, and softer sales momentum.

Management noted that the recent GST rate cuts had a “very minimal” impact on consumer demand within the category. Industry analysts attributed the subdued results to a slowdown in urban consumption, rising operational expenses, and competitive discounting across quick-service formats.

While the company continues to pursue footprint expansion, analysts highlight the need for sharper cost discipline, improved same-store performance, and a calibrated approach to promotional spending to sustain profitability in an increasingly competitive market environment.

The post Devyani International reports muted Q2 performance; stock declines 3% appeared first on Business of Food.

Educational Background and Early Career

Srivastava holds a B.Sc. in Hospitality & Hotel Administration from IHM Lucknow and an MBA in Retail & Merchandising Management from BIMTECH. His career commenced in the hospitality industry, where he gained foundational experience in operations and customer service.

Professional Trajectory

His initial roles included positions at KFC India, where he managed real estate and expansion efforts, and at Starbucks India, where he contributed to market research, store strategy, and layout planning. Srivastava’s tenure at Chaayos and Jubilant FoodWorks further honed his skills in business development, real estate strategy, and multi-brand expansion.

At Raymond Limited, Srivastava led business development and real estate expansion across various brands, including The Raymond Shop and Park Avenue. This experience broadened his understanding of retail dynamics beyond the food and beverage sector.

Devyani International’s Growth and Challenges

Devyani International has experienced significant growth, reporting a 39.2% year-on-year increase in revenue for FY25, totaling ₹4,951 crore. The company added 257 net new stores during the fiscal year, bringing its total to 2,039 outlets across India, Thailand, Nigeria, and Nepal. However, this expansion has been accompanied by challenges, including increased operating expenses and pressure on profit margins.

The company’s core brands—KFC, Pizza Hut, and Costa Coffee—have shown mixed performance. While Costa Coffee demonstrated strong momentum with a 30.8% revenue growth, KFC and Pizza Hut faced declines in same-store sales, indicating potential areas for operational improvement.

Strategic Focus Areas for Srivastava

In his new role, Srivastava is expected to focus on several key areas:

• Real Estate Optimization: Ensuring cost-effective lease agreements and efficient store layouts to improve profitability.
• Format Innovation: Developing smaller, delivery-focused store formats to adapt to changing consumer behaviors.
• Expansion into Tier II and III Cities: Identifying and capitalizing on growth opportunities in smaller cities to drive future growth.
• Brand Integration: Streamlining operations and aligning development strategies across Devyani’s diverse brand portfolio.

Akash Srivastava’s appointment as Chief Development Officer at Devyani International marks a strategic move to strengthen the company’s expansion efforts and operational efficiency. His extensive experience in real estate and business development positions him to address the challenges associated with rapid growth and to contribute to Devyani’s continued success in the competitive QSR industry.

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