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Tag: restaurants

  • Burma Burma Expands to 21 Outlets Across India with D2C Lines

    Burma Burma Expands to 21 Outlets Across India with D2C Lines

    Indian dining chain Burma Burma has expanded its footprint to 21 outlets across India while adding direct-to-consumer pantry goods and ice cream lines. The concept, launched in Mumbai in 2014, built its network by converting traditionally meat-heavy and fish-sauce-based Burmese dishes into an entirely vegetarian, alcohol-free format.

    Founder Ankit Gupta began development for the concept in 2011, three years before opening the first restaurant in Mumbai’s Kala Ghoda district. Gupta spent that period travelling through Mandalay, Yangon, and Sagaing to document street food preparations, dine in private homes, and secure supply links directly from local agricultural markets. His connection to the cuisine came through his mother, who lived in Myanmar for more than 20 years.

    Adapting a Regional Menu

    Traditional Burmese cooking relies on fermented seafood pastes and meat broths, ingredients that Gupta stripped out entirely to fit Indian dining preferences. The resulting menu created a new reference point for a cuisine that had virtually no commercial presence in India prior to the chain’s launch.

    Most international food concepts entering India rely on pre-existing consumer awareness or western brand equity. Burma Burma established demand for an unfamiliar Southeast Asian category by pairing strict vegetarian compliance with specialized ingredient sourcing, demonstrating that niche regional formats can scale nationally without serving alcohol or meat.

    Retail Pantry and Ice Cream Expansion

    Alongside its 21 physical restaurants and tea rooms, the business has diversified into packaged consumer goods. The brand now sells a direct-to-consumer pantry line and an artisanal ice cream range, targeting at-home consumption across major urban centres.

    The company continues to distribute its packaged line online while managing supply chain flows for imported specialty ingredients across its 21-store restaurant network.

  • Chipotle Opens First Asian Restaurant in Seoul with Singapore Next

    Chipotle Opens First Asian Restaurant in Seoul with Singapore Next

    Chipotle Mexican Grill opened its first Asian restaurant in Seoul, picking South Korea as the entry point for its regional expansion. The US fast-casual chain partnered with local conglomerate Sangmidang Holdings, formerly SPC Group, to run the operations.

    More locations will open across South Korea before the end of the year. The group will take the concept to Singapore next year for its second market in the region.

    The Partnership in Seoul

    Sangmidang Holdings manages the local rollout, bringing Chipotle’s standard assembly-line menu of burritos, bowls, tacos, quesadillas, and salads to Korean diners. The format keeps its customisation model, preparing ingredients daily without artificial colours or preservatives.

    Scott Boatwright, chief executive of Chipotle, identified South Korea as a primary target due to customer demand for fresh food served quickly. Sangmidang president Hee-soo Hur said the business will focus on maintaining the exact operational format developed in North America.

    Expanding Across Asian Markets

    Western fast-casual operators regularly use South Korea to test Asian consumer appetites before tackling larger Southeast Asian markets. High dining-out frequency and dense urban foot traffic in Seoul give foreign operators quick feedback on pricing and menu adaptation, though competition among domestic and international fast-food chains remains fierce.

    Sangmidang is now securing real estate for the next batch of Seoul restaurants due before December. Site selection for the inaugural Singapore restaurant is also underway ahead of its planned opening next year.

  • Pizza Hut Owner Flynn Group Pledges $10 Million to Expand in Australia

    Pizza Hut Owner Flynn Group Pledges $10 Million to Expand in Australia

    Flynn Group will invest $10 million to overhaul Pizza Hut Australia and open 100 outlets across the country. The expansion aims to add 300 jobs and lift the chain from its current footprint of roughly 300 stores.

    US-based Flynn Group, which acquired the master franchise from private equity firm Allegro Funds in 2023, plans to roll out redesigned store layouts, updated menus and upgraded ordering hardware. The chain has traded in Australia since 1970, but recent financial filings from Flynn Group’s local operating division showed a $1 million loss for the previous financial year.

    Digital Sales And Store Redesigns

    Online channels now generate roughly 80 per cent of all sales for the brand in Australia. Flynn Group said the business has recorded seven straight years of same-store revenue growth, with average sales per location doubling over the past five years despite the recent bottom-line loss.

    “This isn’t a lick of paint; it’s a complete reinvestment in the product, the stores, and the people behind them, moving at a pace this category has never seen,” said Richard Wallis, president of Flynn Group Apac.

    Turning Around Australian Losses

    Across Asia-Pacific, legacy quick-service restaurant chains face tight margins from wage inflation and delivery aggregator fees, forcing operators to downsize dining rooms and automate order processing. Flynn Group is testing whether streamlined formats and higher store density can convert steady same-store sales momentum into sustainable net profits in a crowded fast-food sector.

    The group has not named the locations for the first batch of new outlets, leaving the timeline for reaching the 400-store mark as the primary metric for the turnaround plan.

  • Jollibee Shifts International Spinoff Listing to Hong Kong

    Jollibee Shifts International Spinoff Listing to Hong Kong

    Jollibee Foods will list its overseas business in Hong Kong instead of the United States, carving out its international restaurant operations into an independently traded entity.

    The unit, named Jollibee Foods International (JFCI), will hold all network operations outside the Philippines, while parent firm JFC keeps domestic stores and its listing on the Philippine Stock Exchange.

    Carving Out the Global Assets

    Splitting the operations creates two separate public companies with independent capital allocation and operating targets. Jollibee said Hong Kong provides direct access to Asian and global institutional funds as the chain builds its presence across North America and regional markets outside its home base.

    Hong Kong recorded $22.45 billion in initial public offerings during the first half of the year, a 57 per cent increase from the previous year and the exchange’s strongest first-half performance in five years.

    Richard Chong Woo Shin will lead JFCI as chief executive officer once the corporate separation finishes. Shin currently serves as chief financial and risk officer for Jollibee Group and will retain those duties until the restructuring concludes.

    Shifting Listing Destinations

    Consumer brands across Southeast Asia have long weighed New York listings against regional venues when seeking deeper international liquidity. By picking Hong Kong over a US exchange, Jollibee joins Asian consumer groups that favor regional trading hours and institutional investors familiar with Asian quick-service restaurant networks over the regulatory friction and compliance overhead of American bourses.

    The company is setting up internal governance, financing facilities, and operating systems for JFCI. The deal still requires formal shareholder and regulatory clearances before the company files its listing timetable with the Hong Kong stock exchange.

  • Burger King Korea Opens Seoul Flagship Store as It Chases 1.1 Trillion Won in Sales

    Burger King Korea Opens Seoul Flagship Store as It Chases 1.1 Trillion Won in Sales

    Burger King Korea will open its first global flagship store in Seoul on September 10, backing a push to reach 1.1 trillion won in annual sales.

    The quick-service operator is targeting a network of more than 600 locations across South Korea this year, up from its current footprint.

    Located in the eastern district of Seongsu, the new format trades under the name Flameground. Local operator BKR designed the venue around exclusive menu items, branded merchandise and reservation-only dining, shifting away from standard counter-service fast food into experiential dining in one of Seoul’s busiest retail corridors.

    Private equity backing and store targets

    BKR operates both Burger King and Canadian coffee chain Tim Hortons in South Korea. The company entered the country in 1984 with an initial site in Jongno, changed hands to VIG Partners in 2012, and joined Hong Kong private equity firm Affinity Equity Partners in 2016.

    Affinity attempted to divest its Burger King operations in South Korea and Japan in 2022 before pausing the auction. In June, the buyout group restarted the sale process for BKR, seeking an exit four years after first testing buyer appetite.

    Shifting format in Seongsu

    Fast-food chains across East Asia are building larger experiential flagships in high-footfall neighborhoods to protect margins against rising ingredient costs and weaker discretionary spending. Seongsu has become the preferred testing ground for experimental retail formats, drawing both domestic fashion pop-ups and international food brands trying to appeal to younger consumers.

    BKR will open Flameground on September 10, with transaction advisers watching whether the higher-margin concept supports the ongoing sale process.

  • Domino’s China Operator DPC Dash Adds 235 Stores as Revenue Hits RMB3.13 Billion

    Domino’s China Operator DPC Dash Adds 235 Stores as Revenue Hits RMB3.13 Billion

    DPC Dash added 235 net new Domino’s Pizza stores in China during the first half of 2026. Group revenue rose 20.8 per cent.

    Revenue for the six months ended June 30 reached RMB3.13 billion (US$440 million). Net profit rose 22.9 per cent year on year to RMB81 million, supported by a 7.1 per cent lift in same-store transactions.

    That buildout took the chain’s network to 1,550 stores across 75 cities. The operator entered 15 new municipal markets during the period.

    Pushing Into Lower-Tier Markets

    Lower-tier Chinese cities now make up the bulk of the brand’s footprint. The operator runs 1,018 stores outside Tier 1 hubs, compared with 532 locations across primary metropolitan areas.

    DPC Dash holds exclusive master franchise rights for Domino’s in mainland China, Hong Kong and Macau. Chief executive Aileen Wang said the company will focus on lifting average transaction value and expanding customer volume as third-party food delivery subsidies diminish across the sector.

    Western fast-food chains in China have redirected capital expenditure away from saturated top-tier cities to capture cheaper real estate and consumer demand in secondary markets. While quick-service competitors battle heavy price discounting on aggregator apps, Domino’s relies on its own delivery network and lower operating costs to protect unit margins.

    Pipeline Toward 350 Openings

    Between June 30 and August 14, the operator launched another 27 stores across the country.

    Another 38 locations are under construction, with 36 additional leases signed or approved. Those sites keep the business on track toward its full-year target of approximately 350 net new store openings.

  • Chinese Restaurant Chains Target US Market as Domestic Growth Slows

    Chinese Restaurant Chains Target US Market as Domestic Growth Slows

    Chinese restaurant chains are expanding across the United States to offset slowing growth at home, betting American diners are finally ready to embrace authentic regional menus.

    The push enters a market that already counts more Chinese dining spots than individual locations of almost any major American fast-food chain. For decades, those menus relied heavily on Westernised adaptations like chop suey and fortune cookies, both created in the United States rather than mainland China. Traditional fare struggled to gain traction during the twentieth century as immigrant chefs navigated widespread consumer resistance and discrimination.

    Shifting from takeout staples to authentic menus

    Domestic headwinds across China’s dining sector are now accelerating the overseas push. Operators face tighter consumer spending and intense margin pressure in their home cities, making international expansion an urgent priority rather than a long-term experiment.

    Instead of modifying dishes to suit Western palates, newer entrants are bringing specialized formats straight from the mainland. Concepts range from high-end Michelin-starred Peking duck houses to regional hotpot and noodle formats. The shift reflects growing diner familiarity with authentic Chinese culinary traditions, moving the market away from generic takeout boxes toward distinct regional identities.

    Navigating saturated overseas markets

    Breaking into the American market presents operational hurdles despite the historical presence of Chinese food. Mainland chains must manage higher labor expenses, complex local supply chains, and entrenched domestic competitors while maintaining recipe authenticity.

    The test for Chinese operators is whether authentic regional concepts can capture mainstream suburban foot traffic or remain confined to dense urban centers with established Asian diaspora populations.

  • Domino’s Cuts Discounts to Lift FY26 EBIT to $200.1 Million as Asian Earnings Jump

    Domino’s Cuts Discounts to Lift FY26 EBIT to $200.1 Million as Asian Earnings Jump

    Domino’s Pizza Enterprises lifted full-year underlying operating profit 1 per cent to $200.1 million in FY26, curbing heavy discounting and pruning underperforming stores across Asia.

    Total network sales fell 6.8 per cent to $3.87 billion, while group same-store sales dropped 4.1 per cent as the franchisor traded transaction volume for franchisee margin relief.

    Average franchise partner profitability rose 11.3 per cent across the network, pushing free cash flow to $164.1 million. The Brisbane-headquartered company captured $35.3 million in realized savings during the fiscal year toward an annualised target of $67 million, while global corporate overhead fell 5.8 per cent through stricter discretionary spending controls.

    Asia store closures lift regional margins

    Asia delivered the sharpest regional earnings rebound. Underlying earnings before interest and taxes across the Asian business climbed 19.7 per cent despite a 6.7 per cent drop in same-store sales, helped by tighter cost controls and the closure of unprofitable locations, particularly in Japan.

    Performance across Western markets was more mixed. Underlying operating profit in Australia and New Zealand slipped 5.9 per cent alongside a 4.7 per cent drop in same-store sales as the chain reduced promotional price cuts. European earnings rose 2.6 per cent against a 2.2 per cent same-store sales decline, with steady trading in the Benelux markets outweighing sluggish demand in France and Germany.

    Pricing discipline replaces mass vouchers

    The margin turnaround reflects a broad retreat from the low-price delivery wars that eroded quick-service restaurant returns across the Asia-Pacific region over the past three years. Fast-food operators in Japan and Australasia have faced stubborn ingredient costs and high delivery wages, forcing franchise systems to protect store-level solvency rather than chasing top-line market share.

    Executive chairman Jack Cowin said the company deliberately sacrificed short-term order counts to stabilize partner balance sheets. Group chief executive Andrew Gregory will now test whether the chain can rebuild customer order frequency in FY27 through menu execution and clearer base pricing without returning to blanket discount vouchers.

  • Chick-fil-A Opens Second Singapore Store Under US$75 Million Asia Push

    Chick-fil-A Opens Second Singapore Store Under US$75 Million Asia Push

    Chick-fil-A opened its second restaurant in Singapore at Millenia Walk on July 30, backing a US$75 million capital commitment to expand across Asia over the next decade.

    The US fast-food chain appointed 23-year food and beverage veteran Deborah Ku as owner-operator after an 11-round interview process that screened more than 900 applicants over nearly two years.

    Single-unit operator model

    Unlike competitors that rely on master franchisees or multi-unit master developers across Southeast Asia, Chick-fil-A runs a single-operator structure. The Atlanta-based company assigns one dedicated local owner-operator to lead daily operations at each site.

    The Millenia Walk restaurant maintains standard corporate operating policies, including closing on Sundays. Prior to opening its doors, the branch donated S$25,000 to The Food Bank Singapore under the chain’s mandatory community contribution rule for new outlets. Ku adapted the menu for local palates with a Singapore Chili Sauce alongside distinct domestic architectural elements.

    Western fast-food expansion in Southeast Asia

    American quick-service brands face a fiercely competitive environment in Singapore, where high mall rents and persistent kitchen labour shortages have forced several established dining concepts to downsize or exit entirely since 2022. While rivals such as McDonald’s and KFC rely on mass-scale corporate franchising to protect margins, Chick-fil-A is testing whether high-touch individual owner-operators can carve out defensible market share in island retail hubs.

    Real estate watchers and franchisors now track site selection for the company’s next pipeline locations as it deploys the remainder of its 10-year, US$75 million regional capital pool.

  • Hong Kong Study Links Frequent Fast Food Intake to Depression Risk in Young Adults

    Hong Kong Study Links Frequent Fast Food Intake to Depression Risk in Young Adults

    Hong Kong young adults who consume fast food frequently face higher rates of depression and anxiety symptoms, according to a 142-person university study published in Nutrients.

    Depressive symptoms in the city already stand at 34 per cent and anxiety at 31 per cent, outpacing global averages. The findings arrive as quick-service restaurant chains continue to rely on youth footfall in high-density commercial districts across the territory.

    Burgers, Fries and Bubble Tea

    Researchers at the HKU School of Professional and Continuing Education and Hong Kong University tracked participants aged 18 to 27 using a 22-item food frequency questionnaire. The team split subjects into high- and low-intake brackets to evaluate how specific menu choices correlated with psychological outcomes.

    Four menu staples showed the strongest links to mental distress: beef burgers, French fries, fried chicken, and sweetened bubble tea. Each carries elevated levels of saturated fat, sodium, or added sugar.

    Sugar-free beverages showed the opposite effect. Regular consumption of unsweetened tea correlated with lower reported rates of depressive symptoms, pointing to potential protective dietary properties.

    Nutritional Imbalance and City Pressures

    High property costs and tight living spaces push many young Hong Kong workers toward cheap, calorie-dense convenience meals. Fast-food operators have built substantial market share around these budget constraints, offering rapid service at price points traditional sit-down restaurants struggle to match.

    Nutritional shortfalls compound the problem. Diets heavy in processed fats and refined sugars trigger systemic inflammation and disrupt gut health, which researchers associate with impaired neurotransmitter production.

    For food chains across East Asia, shifting consumer scrutiny toward mental wellness creates new menu hurdles. Brands that expanded aggressively across Hong Kong with high-sugar milk teas and deep-fried combos face growing pressure to formulate lower-sodium and zero-sugar alternatives.

    The research team called for larger longitudinal studies to track dietary impacts over multi-year periods as public health bodies evaluate targeted dietary advisories for young consumers.

  • Yum China Opens 300Th Pizza Hut Burger Bar as Fast-Food Demand Grows

    Yum China Opens 300Th Pizza Hut Burger Bar as Fast-Food Demand Grows

    Yum China opened its 300th Pizza Hut Burger Bar in Wuhan, expanding a side-by-side restaurant format that reached the threshold within ten months of its national rollout.

    The concept grew from zero to more than 200 locations in its first six months, relying on shared kitchen space and existing staff inside established Pizza Hut outlets to keep capital expenditures low.

    Shared Kitchens and Dough Buns

    Pizza Hut entered the burger category two years ago by using baked pizza dough as buns. The Burger Bar format formalised that experiment into a dedicated counter model, preparing patties on a hot griddle in an open kitchen beside the main dining room.

    The 300th unit in Wuhan introduced regional menu items, including a crayfish crispy lotus root cheeseburger, tailoring offerings to local tastes. Management expects total burger sales across regular restaurants and dedicated Burger Bars to top RMB1 billion (US$148.6 million) this year. That total represents between 5 per cent and 6 per cent of Pizza Hut China’s overall revenue.

    Chasing Fast-Food Growth

    Fast-food chains across Asia are leaning heavily into lower-cost, single-diner formats to capture shifting customer habits. Smaller household sizes, tight consumer budgets and a preference for fast, individual meals have turned Western fast food into a contested segment in mainland cities.

    Market researcher Emergen Research valued China’s burger sector at US$18.4 billion in 2025, forecasting an annual growth rate of 8.7 per cent through 2035. While western burger chains continue adding standalone stores, Yum China is using its existing Pizza Hut footprint to capture market share without the overhead of building new restaurant shells.

    Yum China raised its expansion targets for the broader Pizza Hut chain, aiming for more than 800 net new store openings annually in 2027 and 2028, up from its earlier guidance of 600.

  • McDonald’s Malaysia Unveils $254M Expansion: 100 New Restaurants, Digital Boost, and 10,000 Jobs on the Horizon

    McDonald’s Malaysia Unveils $254M Expansion: 100 New Restaurants, Digital Boost, and 10,000 Jobs on the Horizon

    McDonald’s Malaysia has announced an aggressive expansion plan that involves an investment of RM1 billion (approximately $254 million) over the next five years. The investment will be used to open 100 new outlets, revamp existing restaurants, and enhance the company’s digital capabilities.

    Allocation of Funds and Expansion Strategy

    Datuk Azmir Jaafar, Managing Director and Local Operating Partner, shared that a majority of the investment, around 60%, will be used for the launch of new restaurants. 20% of the funds will be directed towards the modernization of over 150 existing branches of McDonald’s in Malaysia. The remaining 20% will be invested in technology and digitalization initiatives.

    The expansion plan was revealed during a press conference following the reopening of the first McDonald’s drive-thru outlet in the country, located at Jalan Pahang, Titiwangsa. Jaafar expressed the company’s intention to broaden its reach in Sabah, Sarawak, and throughout Peninsular Malaysia, with a specific focus on areas with high demand and those popular among tourists.

    Jaafar explained, “There is considerable growth potential in Sabah and Sarawak, as these regions have many towns that are yet to house a McDonald’s outlet. We also aim to expand in the Klang Valley and in other high-growth locations within Peninsular Malaysia.”

    Building a Strong Franchise Network

    Additionally, McDonald’s Malaysia intends to enhance its franchise network. Currently, 11 franchisees nationwide operate 25 outlets. The goal is to establish between 70 and 100 restaurants within the next five to ten years.

    Jaafar underscored the promising return on investment in franchising. “A substantial investment of about MYR5 million to MYR7 million is needed per restaurant. The payback period is typically three to five years, indicating a healthy return,” he stated.

    Job Creation and Operational Efficiency

    This ambitious expansion is expected to generate over 10,000 new job opportunities for locals, in line with McDonald’s Malaysia’s hiring policy of employing only local workers.

    Despite a challenging business environment, the quick-service restaurant chain has already witnessed a 26% year-on-year growth in 2025, operating more than 370 outlets across the country.

    Jaafar stressed the importance of operational efficiency to maintain competitive menu prices. “In 2025, our menu price increase was about half of Malaysia’s inflation rate. This was due to continuous improvements in supply chain efficiency and restaurant operations,” he elaborated.

    After being a part of the Malaysian landscape for 43 years, McDonald’s Malaysia continues to contribute towards nation-building. The company aims to do so by creating jobs, providing skills training, supporting local suppliers, and getting involved in community activities.

    Questions & Answers

    What is the investment plan of McDonald’s Malaysia?
    McDonald’s Malaysia plans to invest RM1 billion over the next five years to open 100 new restaurants, upgrade existing outlets, and enhance its digital capabilities.

    How does McDonald’s Malaysia plan to allocate the investment funds?
    60% of the funds will be used to open new restaurants, 20% will be allocated towards the modernization of existing branches, and the remaining 20% will be invested in technology and digitalization initiatives.

    What is McDonald’s Malaysia’s franchising plan?
    McDonald’s Malaysia aims to expand its franchise network from the current 25 outlets run by 11 franchisees nationwide to between 70 and 100 restaurants over the next five to ten years.

  • Dairy Queen’s Exciting Expansion: 187 New Restaurants to Debut in Asia and Middle East

    Dairy Queen’s Exciting Expansion: 187 New Restaurants to Debut in Asia and Middle East

    Dairy Queen, a renowned international fast-food chain, is accelerating its global growth strategy with ambitious plans to establish 187 new outlets across Asia and the Middle East. This move signals one of the company’s most aggressive international growth initiatives in recent times.

    Breaking New Ground

    The company has inked fresh development agreements, marking its entry into Hong Kong, Macau, and Taiwan. It is an unprecedented move that not only establishes its presence in these regions for the first time but also bolsters its existing operations in the Middle East.

    Shanghai Dairy Queen Limited, a significant player in the company’s expansion, is managing the introduction of the brand into Hong Kong and Macau. The plan outlines the opening of 60 and 12 outlets in these locations, respectively.

    Partnerships and Expansion

    In Taiwan, an entirely new territory for the brand, Dairy Queen has formed a strategic alliance with SFB Corporation Limited and Shanghai Dairy Queen Limited. The partnership aims to launch 100 restaurants over the next decade, commencing with a grand market debut at Taipei 101 on November 18.

    In the Middle East, the company’s long-standing franchisee, Al-Majid Jawad WLL, is set to add 15 new restaurants in Qatar by 2030, expanding its total footprint in the region to 25 locations. The company anticipates the initial wave of these new Dairy Queen outlets to begin operations next year.

    A Strategic Move

    Nicolas Boudet, COO International at International Dairy Queen, underscored the importance of entering new markets and reinforcing existing ones as a critical aspect of the company’s growth strategy.

    “We’re thrilled to expand our global footprint with the aid of experienced franchise ownership groups,” said Boudet. “These groups are committed to running successful restaurants with teams dedicated to fulfilling our mission of creating positive memories for everyone who comes into contact with Dairy Queen.”

    Dairy Queen, which was established in 1940 and is now a subsidiary of Berkshire Hathaway, currently operates more than 7,700 restaurants worldwide.

    Questions & Answers

    What are Dairy Queen’s expansion plans in Asia and the Middle East?
    Dairy Queen plans to open 187 new restaurants across Asia and the Middle East. This includes establishing a presence in Hong Kong, Macau, and Taiwan for the first time.

    Who are Dairy Queen’s partners in their expansion into Taiwan?
    Dairy Queen has partnered with SFB Corporation Limited and Shanghai Dairy Queen Limited to launch 100 restaurants in Taiwan over the next ten years.

    How many Dairy Queen restaurants are there worldwide?
    Dairy Queen currently operates more than 7,700 restaurants worldwide.

  • Yum Restaurants India to sell stake in local Yum Brands franchisee

    Yum Restaurants India to sell stake in local Yum Brands franchisee

    Yum Restaurants India is reported to have sold its 4.4 per cent share in Devyani International for US$105 million.

    Devyani International, from which Yum Restaurant acquired the stake in 2021, is the main franchisee of Yum Brands in China, operating KFC, Pizza Hut and Taco Bell.

    SBI Mutual Fund (MF), Axis MF, Franklin Templeton MF, Nippon India MF, and Goldman Sachs are among the investors in Devyani International’s stock.

    Devyani is planning to push the expansion of these brands, strengthening its growth strategy in FY24 by purchasing 274 KFC restaurants in Thailand, marking its first foray into Thailand’s quick-service and limited-service restaurant markets.

    The business also plans 2000 stores across the globe by the end of this year, ahead of the previous target date of 2026.

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  • Food, beverage businesses remain open through Tet

    Food, beverage businesses remain open through Tet

    Food and beverage establishments are working through Tet or abbreviating their holidays to make up for a year of poor business due to the Covid-19 pandemic.

    Crab restaurant chain Vua Cua is delivering through the holidays, and some of its outlets closed for two days out of the nine.

    “I believe that many people will stay in HCMC during the holiday as they refrain from traveling,” CEO Doan Thi Anh said, adding that last year sales during the holidays were up 300 percent from normal days.

    Tet, the Lunar New Year, is by far Vietnam’s most important festival, and most restaurants and other business establishments close for at least a week.

    But this year many are either not closing or are opening early to cash in on an opportunity to earn some money after a desperate year.

    Japanese chain Mirico reopened three of its six outlets in HCMC on Wednesday.

    “We hope the number of customers during Tet this year (starting January 29) will reach the same as last year so that we can make up for months of closure,” manager Luu Hoang Huy said.

    Two restaurants in the Quan Bui chain in Thu Duc City are also open for seven days of the nine-day holidays.

    “I think many foreigners won’t return to their country this year and we anticipate a lot of customers during the holidays,” a media representative of the chain said.

    For the first time since its establishment in 2018 Lagom Café in District 3 will remain open during most of the Tet holidays.

    The decision was based her workers’ request, owner Do Thi Ly Na explained. They preferred to work saying the months off due to social distancing in the city were enough for them, she added.

    In December revenues from food and accommodation rose by nearly 58 percent from November.

    “Most well-known downtown restaurants have been operating at full capacity and even had to turn away some customers,” Le Nguyen Minh Man, owner of Hong Kong Town restaurant in District 1, said.

    Business seems set to be “vibrant” in the first quarter, he said.

    However, his restaurant would close through the holiday since his workers had been stuck in HCMC for a year and wanted to return home, he said.

    Buying materials is challenging since suppliers are closed, and restaurants need to prepare ahead, he said.

    Paying workers triple or even five times their normal salary is key to ensuring good service during Tet, he added.

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