BURGER KING
in November 2014 and , since then , it has carefully handpicked more and more metropolitan locations .
Rapid growth “ The response to our first 10 locations was fantastic . Our menu was well received , our experience was seen to be amazing , and that gave us the confidence to scale up . Now we are perhaps one of the fastest growing companies to launch 100 stores in the Indian QSR market ,” notes Grover .
Optimistic about the company ’ s growth , Sandeep Dey , Chief Supply Chain Officer at Burger King India , says that the brand ’ s franchise growth has offered more opportunities than challenges .
“ Our overall business philosophy has always been to grow deeper rather than grow wider ; to strengthen our existing markets rather than entering new cities ,” explains Dey . “ That philosophy is actually helping us to leverage the supply chain cost and make it much more efficient .
“ When we open a new store in a new city , the initial distribution cost is slightly higher , because we are not utilising the full potential of the warehouses and delivery trucks , for example ,” Dey says .
“ However , when we open five or six stores in that region , the overall distribution cost will go down significantly and the stores will start becoming much more profitable . Therefore , scalability is driving profitability and vice versa .”
Transforming the menu Making a mark in the Indian market was no easy feat ; it involved adapting the Burger King brand , and specifically its menu , for an Indian market . Locally designed and blind tasted by
“ OUR SUPPLY CHAIN HAS PLAYED A TREMENDOUS ROLE IN HELPING SET UP BURGER KING AS A BRAND IN THE INDIAN MARKET ”
160 February 2018
SANDEEP DEY Chief Supply Chain Officer