In her new role, Hemani will oversee marketing and communications across Bastian Hospitality’s brands. The appointment marks an expansion of her earlier responsibilities within the company’s coffee business to a broader, portfolio-wide mandate.

Her expanded role comes as hospitality groups increasingly operate across multiple concepts and consumer segments, making integrated marketing strategies important for building consistent brand positioning and supporting growth across businesses.

The appointment was announced by Hemani in a LinkedIn post.

The post Bastian Hospitality Appoints Natasha Hemani as Chief Marketing Officer appeared first on Business of Food.

The transition, as recommended by the Nomination and Remuneration Committee, follows the resignation of Mohit Malhotra from his role as Global Chief Executive Officer and Whole-time Director, effective November 13, 2026, to pursue personal interests.

With his elevation to the Board, Bhalla will continue to lead the growth agenda for the India business, representing the company and steering the strategic direction in its primary market.

PD Narang, who currently works as a Whole-time Director, will continue in his role as Group Director – Corporate Affairs, providing strategic guidance across the Dabur Group’s businesses including retaining oversight of the International Business.

Announcing the transition, Mohit Burman, Chairman of the Board, said, “On behalf of the Board, I would like to thank Mr Malhotra for his over three decades of service to Dabur and his contribution to the organisation. We wish him the very best as he pursues his personal interests. Mr Bhalla’s elevation to the Board reflects our confidence in his leadership and the central role of the India business in Dabur’s growth. We are confident that Dabur’s  businesses, including the International Business, will continue to benefit from Mr. Narang’s strategic guidance, drawing on his four decades of experience with the Group. This planned transition clarifies leadership responsibilities and accountability while ensuring continuity as the Company advances its priorities and prepares for its next phase of growth.”

Bhalla joined Dabur in early 2026, bringing more than 25 years of experience in building brands, scaling businesses and driving sustainable growth across diverse geographies and business environments. He spent over 16 years at Unilever in management roles across India and international markets, followed by global leadership positions at The Hershey Company and METRO Cash & Carry India. He holds a B.Com. (Hons.) degree from Delhi University (1997) and an MBA from MDI Gurugram (2000).

Narang has been associated with Dabur from 1983 and brings over four decades of experience in corporate finance, strategic planning, capital markets, M&A and governance. A qualified professional with degrees and credentials including B.Com., FCA, FCS and AICWA, he has played a significant role in Dabur’s professionalisation, international expansion and major acquisitions.

The post Dabur Elevates Herjit S Bhalla as Whole-Time Director appeared first on Business of Food.

Dining out is increasingly becoming an occasion in itself, creating room for hospitality businesses to move beyond conventional restaurant formats and develop destinations built around food, design and socialising. From specialised dining concepts to expansive food-and-beverage spaces, the sector is opening up opportunities for operators to differentiate themselves through distinct experiences and diversified portfolios.

Monarch Liberty Hospitality has adopted this approach as it expands its footprint across the hospitality sector. In June 2026, the group launched Sorena, an 11,000 sq. ft. duplex dining and bar concept spread across the 11th and 12th floors in Bandra. The opening takes its portfolio to six properties in approximately four years and represents its most significant single-property commitment since its founding.

Sumit Govind Sharma, Founder and Director, Monarch Liberty Hospitality, recalls that the company’s first venture was Eve Powai, which received a positive response. Its success gave the team the confidence to pursue hospitality as a business. 

“We have always emphasised guest experience. The experience a guest takes away from any of his restaurants is extremely important to us,” he points out.

Why Distinct Restaurant Concepts

Differentiation remains central to the group’s approach to restaurant development, with each concept built around a distinct cuisine, identity and dining proposition. By catering to varied consumer preferences through its portfolio, Monarch Liberty Hospitality aims to strengthen its presence in Mumbai’s competitive dining market.

The group initially partnered with experienced operating partners to understand the hospitality business and strengthen its operational expertise.

As a result, today, Monarch has four restaurants – EVE, TAT, Que Sera Sera and now Sorena. EVE is a global cuisine restaurant serving Indian, Chinese, Thai, Continental and Japanese food. With three outlets across Powai, Worli and Santa Cruz, EVE is the group’s most successful brand, prompting it to expand the concept more extensively than its other offerings. The Santa Cruz outlet opened last year.

The group’s other concepts cater to more specific culinary preferences. Que Sera Sera, which operates with a different operating partner, focuses primarily on European cuisine, with an emphasis on Italian food.

TAT, meanwhile, reflects Sharma’s personal connection with Indian regional cuisine, particularly seafood. The concept celebrates the coastal food traditions of India’s nine coastal states, covering the coastline from Maharashtra to West Bengal, alongside select Sri Lankan dishes.

He points out that traditional Indian food continues to hold a strong place in consumers’ dining preferences, even as international cuisines gain popularity. “No matter how often we eat pizzas, pastas, burgers and other international dishes, we eventually return to the traditional food we have grown up eating. It is our comfort food,” he says, adding that dal chawal remains his personal comfort food.

Sorena introduces a distinct culinary proposition by bringing together influences from five cities: Mumbai, Istanbul, Sicily, New York and Tokyo. Its positioning, “Five cities, one place”, reflects the concept’s approach to combining diverse culinary influences within a single dining destination.

A Large-Format Bet

Monarch Liberty Hospitality has made its largest single-property investment to date with Sorena, with an 11,000 sq. ft. area in Bandra, Mumbai. Spread across the 11th and 12th floors on Linking Road, the property accommodates more than 250 guests.

Sharma shares that the decision follows four years of studying Mumbai’s dining market and consumer behaviour. The group also draws on insights from food delivery platforms such as Zomato and Swiggy to understand evolving customer preferences and identify opportunities for new formats.

“Sorena is, honestly, our most ambitious project to date,” he says, highlighting the scale of the investment and the group’s approach to identifying the right location and format.

He explains that the group sees an opportunity for a large-format establishment that combines a comprehensive dining experience with a strong bar offering, rather than focusing exclusively on food. Despite the high rental costs associated with prime locations in Mumbai, the group believes the concept has the potential to attract consumers seeking both dining and social experiences.

The Evolving Consumer

Mumbai’s dining landscape is evolving as consumers become more adventurous with food, seek authentic international cuisines and draw inspiration from social media. Restaurants are also facing growing expectations around ambience, service and marketing, making the overall dining experience increasingly important to long-term success.

Sharma identifies two key factors shaping consumer behaviour: increased international travel and the influence of social media, particularly Instagram. Well-travelled consumers are increasingly familiar with global cuisines and are more willing to explore specialised offerings. Unlike earlier trends, when international dishes were often adapted to Indian tastes, diners are now showing greater interest in authentic culinary experiences.

“Today, consumers are much more willing to explore authentic and specialised offerings,” he says, pointing to the emergence of standalone restaurants serving cuisines such as Mexican and Korean food.

He adds that international travel exposes consumers to different culinary traditions, creating expectations for similar experiences when they return to India. Social media further accelerates this trend, with restaurant discoveries, dishes and dining experiences inspiring consumers to visit new establishments.

Beyond culinary exploration, consumers increasingly expect restaurants to deliver a comprehensive experience. He identifies four essential pillars of a sustainable food and beverage business: food, ambience, service and marketing.

Food remains the foundation of the restaurant experience, regardless of the establishment’s design or visual appeal. An attractive setting may draw first-time visitors and generate social media attention, the quality of the food ultimately determines whether customers return.

“No matter how beautiful a restaurant is, if the food is not good, customers might visit once or twice to experience it and share it on Instagram. However, they will not return regularly,” he explains.

Ambience is the second pillar, as diners increasingly expect quality food in an appealing environment. Service is equally important, with internationally travelled consumers bringing higher expectations of hospitality and customer engagement to their dining experiences. Marketing becomes the fourth pillar, noting its importance in attracting customers and building awareness in an increasingly competitive market.

Monarch’s Revenue Ambitions

Monarch Liberty Hospitality attributes its reported revenue growth of 40-45% over the past four years to its focus on guest experience, employee empowerment and customer loyalty. As the group expands its portfolio with Sorena, it is looking to strengthen revenue contributions from existing restaurants while building new growth opportunities.

Sharma highlights the importance of empowering employees across roles to make decisions that improve the dining experience, including resolving customer complaints at the restaurant level.

“We give every member of our team the freedom to make decisions that improve the guest experience,” he explains, noting that even frontline employees can take the initiative to replace a dish if a customer is dissatisfied. He adds that positive dining experiences encourage repeat visits and recommendations to friends and family, making word-of-mouth advocacy an important contributor to business growth. The feedback from guests at Eve and Sorena reinforces the group’s emphasis on delivering memorable experiences.

Sorena is expected to contribute approximately 30% of the group’s revenue in its first year of operations. Spanning 11,000 sq. ft. across two floors and accommodating more than 250 guests, the property offers the scale to support the group’s revenue ambitions.

Sharma explains that the concept differentiates itself from other food-focused restaurants at Mansion One by placing a strong emphasis on beverages alongside its food offering. The group aims for an approximately equal revenue contribution from food and drinks.

“We are hoping that approximately 50% of our revenue will come from food and the remaining 50% from drinks,” he says, outlining the property’s commercial strategy. The group also plans to position Sorena as a high-energy bar in the late evening, allowing guests to transition from dining to socialising in the same venue. The vision is to build a destination where customers can enjoy dinner, stay for drinks and spend time with friends until around 11:30 pm.

Monarch Liberty Hospitality is targeting revenue of approximately Rs 100 crore in the current fiscal year, with its six existing restaurants continuing to serve as key contributors.

Sorena is expected to provide an additional growth driver, while the group is also evaluating the possibility of opening one or two more restaurants in Mumbai. The group already has a strong presence in Mumbai and believes further openings could strengthen its position in the city’s dining market. The combined contribution of its existing portfolio, Sorena and potential new properties is expected to support the group’s ₹100-crore revenue ambition.

Tier 2 Expansion on Radar

Monarch Liberty Hospitality is prioritising Mumbai for the current financial year while evaluating expansion opportunities in Tier 2 cities in the next financial year. The group sees potential in markets where consumers have spending power but may have limited access to the diverse dining concepts available in larger metropolitan cities.

The group is also exploring opportunities in cities such as Jaipur, Surat and Chandigarh, where differentiated restaurant concepts could address an underserved demand for premium dining experiences.

He notes that established restaurant players and intense competition make expansion into metropolitan markets such as Bengaluru, Gurugram, Hyderabad and Delhi a different proposition. In contrast, Tier 2 cities offer opportunities to introduce concepts that consumers may not currently have access to in their local markets.

“People in these markets have significant spending power, but the range of dining experiences available to them may be more limited,” he explains, highlighting the potential to take the group’s existing concepts beyond Mumbai.

He believes EVE, the group’s global cuisine restaurant, could perform well in markets such as Surat and Jaipur. “I am confident that if we offer consumers these experiences, there will be a strong response,” he says.

Focus For Next

Over the next six months, the group’s primary focus remains on establishing Sorena, its latest and most ambitious venture, while driving customer engagement through festive offerings and seasonal dining experiences across its restaurants.

Sharma says the upcoming festive season presents an opportunity to introduce special menus, activities and pop-ups that encourage repeat visits. At TAT, the group celebrates festivals from different parts of the country. Following its Onam and Durga Puja celebrations, the restaurant is preparing for Diwali.

“We organise special activities and introduce new menus and pop-ups to keep customers engaged,” Sharma notes, explaining how seasonal programming helps create fresh reasons for customers to revisit the restaurants.

Diwali remains a key focus across its portfolio, followed by Christmas and New Year celebrations. Monarch is also considering Valentine’s Day experiences at EVE, Que Sera Sera and Sorena, targeting younger consumers, including Gen Z, who increasingly seek occasion-led dining experiences.

Sharma emphasises that these initiatives are designed to go beyond the food offering by creating distinctive experiences around important cultural and social occasions. By refreshing menus and introducing limited-period activations, Monarch Liberty Hospitality aims to strengthen customer engagement and encourage repeat visits while continuing to build Sorena.

The post Monarch Liberty Hospitality’s Growth Blueprint: Sorena, Guest Experience and the Tier 2 Bet appeared first on Business of Food.

With 21 additional sites already signed/under fit-out, MB Chicken will pursue a growth roadmap, targeting more than 220 outlets over the next four to five years and Rs 550 crore in revenue by 2030. The strategy will combine a wider geographic presence in India with a focus on sustainable growth, operational consistency, and customer experience.

As the brand accelerates its expansion roadmap, it has garnered interest from several prominent high-net-worth individuals (HNIs), family offices and institutional investors exploring potential growth-capital partnerships. This growing investor interest underscores the brand’s emerging position in the sector and the confidence in its scalability and future potential.

The five upcoming outlets will be located at Whiteland Sector 70, Gurugram, and Broadway Plaza Banga, Punjab, in November 2026, followed by Pacific Mall, Dwarka, New Delhi; Inayat Plaza, Patiala, Punjab; and Boulevard Walk-Greater Noida West, in December 2026. The new outlets will also introduce MB Café in phases, featuring coffee and breakfast offerings to expand the brand’s appeal across different day parts.

Commenting on the expansion, Anmol Mahajan, CEO and Promoter, MB Chicken India, said, “India loves chicken, but it has had very few choices in fried chicken. Mary Brown’s has been Canada’s favourite since 1969 because everything is made fresh, from scratch. We want MB Chicken to be India’s go-to fried chicken brand, in malls, on high streets and on every highway. As we expand, our focus will remain on delivering a consistent customer experience and building sustainable growth across our existing and new markets.”

Dylan Powells, Vice President – International Development, said, “Having shown a strong presence in Canada, we see India as a key market for our international expansion and one of our biggest growth opportunities outside our home market. The country’s evolving consumer landscape, growing market potential and increasing demand present significant opportunities for us to strengthen our presence, expand our footprint and build long-term growth. India will therefore remain a key focus as we advance our international development plans.”

Having established its initial presence in Punjab, MB Chicken India will expand across Delhi-NCR, Punjab, Haryana, the North-East and South India. The brand will also explore opportunities at airports and other high-footfall locations to reach a wider consumer base.

As it expands its network, MB Chicken India will not prioritise business performance over outlet count alone. Its growth strategy will emphasise same-store sales growth (SSSG), Unit economics, operational consistency, food quality and customer experience, while strengthening the performance of existing outlets.

The post Mary Brown’s Chicken to Double India Network to 10 Outlets by December; Targets 220+ Outlets by 2030 appeared first on Business of Food.

The new outlet spans approximately 1,000 sq. ft. Designed as a small, intimate space, it features soft lighting and music, offering guests an opportunity to experience the brand’s food in a dine-in setting while continuing to serve its existing delivery customer base.

Vatsala Khanna, Founder and Head Chef at The Masala Story, brings her culinary experience and understanding of food to the brand. Having previously worked as an academician, she pursued her interest in food through national and international culinary programmes. She oversees the kitchen’s day-to-day operations and personally develops the dishes and recipes on the menu.

The menu features the brand’s signature Butter Chicken, named among Zomato’s Top 10 in Gurgaon in 2025, along with Dal Makhani, slow-cooked and served in a clay handi. Other offerings include Paneer Lababdar, high-protein non-fried Paneer Cigar Rolls and Chicken Tikka. The dessert selection includes the signature Gulab Jamun Nut, a distinctive offering that brings together the familiar taste of gulab jamun in the shape of a doughnut, alongside Phirni.

Speaking about the expansion, Vatsala Khanna, Founder & Head Chef, The Masala Story, said, “Our guests have trusted us with their meals at home, and this space lets us welcome them to our table for the first time. Every dish we serve carries a story written in spice, from our Butter Chicken to our slow-cooked Dal Makhani, and Golf Course Road, with its energy and love for good food, felt like the perfect place to share it.”

The Masala Story also operates a catering business for private and corporate gatherings, with offerings that include grazing tables, charcuterie and cheese boards, Mediterranean mezze, Mexican spreads, executive lunch combinations and customised Jain, vegan and vegetarian menus. With its first dine-in destination on Golf Course Road, The Masala Story takes another step in bringing its flavours closer to Gurugram’s food community.

Outlet Details:

• Location: Golf Course Road, Sector 54, Gurugram, Haryana
• Format: Dine-In, Cloud Kitchen and Catering
• Cuisine: Mughlai and North Indian 
• Timings: 11:30 AM – 12:00 AM (Night)
• Average Cost for Two: Rs 1200
• Contact: +91 9555318159
• Instagram: https://www.instagram.com/p/DfEeHGeCiAg/

The post The Masala Story Opens First Dine-In Outlet on Golf Course Road, Gurugram appeared first on Business of Food.

The expansion is part of the group’s broader ambition to achieve Rs 6,000 crore in system-wide sales by FY30, compared with approximately Rs 3,500 crore in FY26. K Hospitality expects to grow at around 20% over the next three years.

Karan Kapur, Executive Director, K Hospitality Corp and Kliff Ventures, told PTI that the sales target includes company-owned restaurants as well as independently franchised and licensed outlets. The group currently operates more than 120 brands across its three business verticals, including Nando’s, Wagamama, Copper Chimney, Irish House and Bombay Brasserie.

“Our restaurant expansion will primarily focus on major metropolitan markets, including Mumbai, Delhi, Bengaluru, Hyderabad, Chennai, Ahmedabad and Kolkata. We will also expand in other major cities, including Pune, through select formats,” Kapur said.

As part of its restaurant growth strategy, K Hospitality plans to double Nando’s outlet count to approximately 36 during FY27. It also aims to add 6-8 Copper Chimney outlets and around six Wagamama restaurants. These three brands are expected to drive a significant portion of the planned expansion.

Beyond restaurants, the company is strengthening its travel food services business through quick-service restaurants and lounges at airports in India and international markets. Its third growth vertical focuses on banqueting, catering and institutional food services, particularly across corporate parks and event venues.

Kapur said the company is also in discussions with international brands exploring entry into India, although there are no immediate announcements regarding new joint ventures or partnerships.

India will continue to be the primary market for K Hospitality’s restaurant business, accounting for approximately 99% of its operations. Its international footprint remains limited, with around 3-4 outlets across the UAE, the UK and Sri Lanka through Copper Chimney and another group brand.

The post K Hospitality Targets 40 New Restaurants in FY27, Eyes Rs 100 crore for expansion appeared first on Business of Food.

This alliance brings together the history of quality and natural recipes of Naturals Ice Cream and the internet kitchen facilities, technology and general operational capacity of Rebel Foods. Naturals Ice Cream has been able to expand into the major markets consistently, with quality and brand integrity, with Rebel Launcher.

Ankur Sharma, Co-founder, Rebel Foods, commented, “Rebel Launcher signifies our desire to establish a food brand development ecosystem that is collaborative. Through collaborations with well-known brands such as Natural Ice Cream, we will assist them to operate in geographies without wasting resources as we provide them with the infrastructure, technologies, and extensive operational experience of Rebel Foods.”

Siddhant Kamath, Director, Naturals Ice Cream, commented, “Our association with Rebel Foods has helped in propelling the Naturals ice cream experience a notch higher. We have been able to expand effectively in the country with the help of their large network of cloud kitchens and technology-driven operating systems and preserve the brand reputation our customers look forward to. This partnership has enabled us to reach out to more people than ever, and we view this as a strategic partnership that we will build on in the long run, which will see our growth onward.”

The partnership has proliferated across major cities such as Bengaluru, Gujarat, Hyderabad, Kolkata, and Delhi NCR, among others, as it had a pilot launch in Delhi in 2020. Naturals started with a small menu and has, over time, added its products, and some of its most popular flavours made it onto the digital platform of Rebel, thereby gaining its presence and selling. In 2026, Naturals also rolled out its presence in Chennai, Hyderabad, and Punjab and is looking to further expand its footprint with Rebel Foods in these markets.

Rebel Launcher allows partner brands to grow on capital-efficient models, immediately enter and access the extensive cloud kitchen network of Rebel Foods, integrated supply chain and technology-driven operating systems. Through infrastructure and operations management, Rebel enables the brands to remain product-focused in terms of product innovation and long-term brand building through customer experience.

The post Rebel Foods Takes Naturals Ice Cream to 77 Cloud Kitchens via Rebel Launcher appeared first on Business of Food.

For more than 65 years, Deccan Achar has built its identity around a simple proposition: preserving the authentic flavours of Hyderabad while evolving the business behind them. What began as a family-operated enterprise making traditional homemade pickles has grown into a recognised name in the pickle and specialty food segment, with a presence across India and overseas markets. Based in Hyderabad, the partnership firm today operates five retail outlets and two manufacturing units across the city, supported by a workforce of approximately 150 employees. Its business spans manufacturing, processing, retailing and supply of traditional pickles and specialty food products. While authenticity remains central to the brand proposition, Deccan Achar has increasingly combined its traditional recipes with modern processing, food-safety and operational practices.

A Legacy Built on Taste 

The brand’s journey is rooted in recipes and flavours that have been preserved across generations. Its foundation was built on traditional homemade pickles, with consistency, customer trust and an emphasis on quality helping Deccan Achar establish a loyal consumer base over the decades. Today, its portfolio extends beyond conventional vegetable pickles to include non-vegetarian varieties, pure ghee and an assortment of papads. The brand’s stated mission is to preserve and promote Hyderabad’s culinary heritage while maintaining standards of taste, hygiene, customer service and business integrity. Its ambition is to emerge as a leading Indian and international brand in traditional pickles and specialty foods by combining authentic flavours with wider global reach and continuous quality improvement.

Leadership With a Modern Outlook

The evolution of Deccan Achar has been driven by the Mahfooz family. Mohsin bin Mahfooz is identified as the visionary behind the brand, with his contribution centred on protecting traditional recipes, authenticity and quality while strengthening Deccan Achar’s reputation as a household name.

Today, CEO Sadeq Bin Mahfooz is leading the next phase of the business. Under his leadership, Deccan Achar has added four retail outlets, expanded into overseas markets and invested in modern food-processing technology. The company’s manufacturing operations now include advanced pickle mixing machines, papad manufacturing equipment, mango and vegetable washing systems, and high-capacity automated mango and lime cutting machines. These investments are aimed at improving production efficiency, consistency, food safety and overall productivity without moving away from the brand’s traditional product foundation.

A Broader Specialty Food Portfolio

Pickles remain at the heart of the portfolio, with Deccan Achar offering an extensive selection across both vegetarian and non-vegetarian formats. The company states that its products are prepared using carefully selected ingredients and premium spices, supported by hygienic manufacturing processes designed to maintain taste, freshness and quality.

From Hyderabad to Global Markets

A key part of Deccan Achar’s growth has been the transition from a predominantly family-operated traditional food business into an organisation with established domestic and overseas supply capabilities. Its retail outlets and manufacturing units provide an established distribution and supply network that supports domestic and international markets. The company lists more than 65 years of industry experience, strong customer loyalty, preserved traditional recipes, approximately 150 employees and an established overseas supply capability among its key strengths. Its achievements also include building a customer base across domestic and international markets.

The Next Phase of Scale

The next phase of Deccan Achar’s strategy centres on capacity, distribution and market expansion. The company plans to increase production capacity, strengthen its domestic distribution network across Telangana and other states, expand exports and grow its retail footprint. It also intends to introduce innovative packaging and new product lines as part of its growth strategy.

Manufacturing will remain a significant focus. Planned investments include advanced pickle-processing and packaging machinery, upgraded food-processing equipment and expanded production capabilities to support rising retail and export demand. Improved packaging solutions are also planned to extend shelf life while maintaining product quality.

For Deccan Achar, therefore, growth is not positioned as a departure from its heritage. The strategy is to build greater scale and efficiency around the same foundation that has sustained the business for more than six decades: authentic Deccani flavours, traditional recipes, quality and customer trust.  

The post Deccan Achar: Preserving the Taste of Hyderabad appeared first on Business of Food.

The launch strengthens Sky City Mall’s food and beverage offering, adding to its dining options and reinforcing its positioning as a destination for shopping, dining and lifestyle experiences for the surrounding community.

The new Quattro outlet offers 66 indoor seats and 43 outdoor seats overlooking a beautiful terrace. Designed to complement the mall’s contemporary retail and lifestyle environment, the restaurant features abundant natural light, striking interiors and a thoughtfully reworked menu, creating an inviting space for visitors to unwind, socialise and enjoy a meal.

For Quattro, the opening marks a significant milestone as the brand completes 15 years and enters a new phase of growth. With a refreshed identity, reimagined interiors and an enhanced menu, the restaurant brings a renewed dining experience to Sky City Mall while retaining the brand’s focus on authentic Italian and Mexican flavours, quality ingredients and consistency.

Speaking on the launch, Aditya Gupta & Anuj Gupta, Founders of Gupta Brands, said, “Quattro was born from the idea to give an authentic Italian and Mexican premium dining experience to the guest. We didn’t want to give the same Indianised version of the cuisines to guests. We spent months sourcing ingredients like tomatoes from Italy, chillis from Mexico and then subsequent months of trials to get a unique dining experience that did justice to the cuisines. We went to great lengths to source our cheese without animal rennet. Chocolate was sourced from Belgium to give it the rich, deep flavours of real chocolate in our desserts. With the success of Lower Parel, we are excited to bring the brand to Borivali. After 15 years of the brand, we have spent months redesigning and reimaging the brand to bring a completely new dining experience for the guests, whilst retaining the same brand values and quality. We hope to become a restaurant that guests think of not just for celebrations, but for everyday dining with family and friends.”

Speaking on the launch, Tanu Prasad, CEO – Malls, Oberoi Realty, said, “At Sky City Mall, our vision is to create a vibrant destination that brings together retail, dining and lifestyle experiences for the community. The arrival of Quattro further strengthens our evolving food and beverage offering, bringing its distinctive take on Italian and Mexican vegetarian cuisine to our rooftop, which is emerging as a lively destination for dining and social experiences. We look forward to welcoming Quattro and giving visitors yet another reason to make Sky City Mall a destination for dining, socialising and spending quality time with family and friends.”

The post Quattro Opens its Second Mumbai Restaurant at Sky City Mall, Borivali appeared first on Business of Food.

For more than three decades, Ravi Foods Pvt. Ltd. (RFPL) has built its presence in India’s baked goods and confectionery market through Dukes, alongside its other brands, Treff and Dynas. What began as a biscuits business in Andhra Pradesh and Telangana in 1995 has evolved into a multi-category operation with 17 manufacturing facilities, a pan-India footprint and exports to more than 120 countries. Today, Dukes is focused on reinforcing its established biscuits and wafers business while developing newer opportunities in chocolates, confectionery and cakes.

From a Regional Biscuit Business to a National Brand

Dukes’ journey began with a focused regional strategy before expanding rapidly into a national business. The brand was launched in 1996, a year after Ravi Foods entered the biscuit market, and achieved pan-India presence by 1997. Its subsequent entry into wafers, chocolates and confectionery helped broaden its consumer proposition beyond its original category. The evolution reflects a strategy of building on established consumer familiarity while creating new occasions for consumption. The launch of Waffy in 1999 was an important step in extending the business into wafers, followed by investments in chocolates and confectionery. More recently, the cake line and centre-filled chewing gum have widened the portfolio further.

Strengthening the Core

Biscuits, wafers and Waffy Rolls continue to form the foundation of Dukes’ business, supported by established consumer recognition and distribution. Chocolates and confectionery are important growth drivers, with cakes representing another opportunity to extend the brand’s presence across everyday snacking and indulgence. According to Srinivas Agarwal, Assistant Vice President & Operations Head, Dukes, the focus is on strengthening the established categories while scaling emerging opportunities. 

The portfolio spans sandwich, plain, coated and centre-filled biscuits, cookies, savoury products and crackers. Its wafer range includes traditional wafers and wafer rolls, while chocolates cover multiple formats and product propositions. Confectionery includes eclairs, chewing gum and other sugar-based products, alongside the Good Bake cake range.

Pricing, Manufacturing and Distribution

Operating in the mass-market segment requires balancing affordability with cost management, particularly as raw material prices fluctuate. Dukes approaches this through price-pack architecture, pack-size adjustments and operational efficiencies, aiming to protect consumer value while maintaining competitiveness. “Price pack architecture, pack sizes and operational efficiencies help us stay competitive while managing cost pressures,” says Agarwal.

Manufacturing scale and process efficiencies are central to this strategy. RFPL operates 17 manufacturing facilities, supporting production across its categories and helping the company manage productivity, product availability and market reach. Its distribution network is another important component, connecting the brand with established and emerging markets.

The company has a strong presence in southern and northern India, while its export business contributes significantly to overall operations. With a presence in more than 120 countries, Dukes has developed an international business that extends its reach beyond the domestic market.

Channel Strategy and Changing Consumer Expectations

Modern Trade and CSD-CPC remain Dukes’ strongest sales channels, supported by regular footfall and established buyer bases. However, the company is also strengthening General Trade and e-commerce to capture additional demand and improve market penetration. The channel strategy is accompanied by a focus on innovation that retains the familiarity consumers associate with established mass-market brands. Rather than changing the core proposition, Dukes explores new flavours, formats and pack sizes to introduce variety while keeping products accessible and relevant.

Agarwal describes this balance as bringing “newness without losing familiarity.” It is particularly relevant in categories where consumers are attentive to price, established tastes and the perceived value of everyday purchases.

Selective Expansion and the Next Growth Phase

Dukes’ expansion strategy combines deeper penetration in existing categories with selective entry into adjacent segments. The immediate priorities are to strengthen the core portfolio, accelerate cross-category innovation and expand its reach in urban and town markets. Alongside wider distribution, the company is looking to build stronger consumer connections and grow across categories, channels and geographies.

For a business with a three-decade history, the next phase is therefore less about moving away from its established strengths and more about extending them. Biscuits and wafers remain the foundation, while chocolates, confectionery and cakes offer opportunities to diversify consumption occasions. With manufacturing capacity, domestic distribution and exports already established as important parts of its business, Dukes’ challenge will be to translate these capabilities into sustained growth while retaining the affordability and familiarity that have shaped its journey. 

The post Dukes: Building on a Three-Decade Legacy appeared first on Business of Food.