Brands
Himanshu Khanna joins CKA Birla Group as group chief marketing officer: report
Former Raymond lifestyle CMO to lead group-wide brand and marketing strategy
MUMBAI: According to a media report citing industry sources, senior marketing leader Himanshu Khanna has joined CKA Birla Group as group chief marketing officer.
Khanna moves from Raymond Limited, where he served as chief marketing officer for the lifestyle division since August 2021, overseeing the marketing transformation of the company’s nearly $1 billion lifestyle business. His tenure featured a sharper consumer focus, a digital-first operating model and large-scale retail and brand modernisation.
At Raymond, Khanna led brand strategy and growth across a broad portfolio including Raymond suiting and shirting, Park Avenue, ColorPlus, Parx, Ethnix by Raymond, ready-to-wear, Raymond Home and Raymond made-to-measure. His remit also covered retail marketing, digital marketing, consumer insights, visual merchandising and brand protection.
Before joining Raymond, Khanna was business head for the FMCG division at RP-Sanjiv Goenka Group, with full P&L responsibility. During this period, he scaled the snack brand Too Yumm!, drove rapid revenue growth, led the integration of Apricot Foods following its acquisition and executed a business turnaround.
Khanna’s career spans over three decades across global consumer companies, with senior leadership roles at Beam Suntory, Wrigley, PepsiCo, Cadbury and Nestlé.
Widely regarded as a seasoned marketing operator, Khanna is a familiar presence at leading industry forums and is considered among the most in-demand marketing leaders in the country.
Brands
Dunkin’ Donuts to exit India as Jubilant FoodWorks ends 15-year franchise deal
The quick service restaurant giant is ending a 15-year franchise partnership with the American doughnut chain, even as it renews its Domino’s agreement for another 15 years
NOIDA: Dunkin’ is done in India. Jubilant FoodWorks Ltd, the country’s leading quick service restaurant operator, has decided not to renew its franchise agreement with the American coffee and doughnut chain, and will wind down its Indian stores in a phased manner before December 31, 2026, bringing a 15-year partnership to a quiet, loss-laden close.
The decision, approved by JFL’s board on March 30, 2026, ends a relationship that began with a Multiple Unit Development Franchise Agreement signed on February 24, 2011. JFL will now evaluate and undertake what it described in a regulatory filing as the “rationalisation and/or cessation of certain operations and/or sale, transfer or disposal of assets and/or assignment or transfer of franchise rights,” all in consultation with Dunkin’s brand owners and strictly within the terms of the original agreement.
The numbers tell the story bluntly. In the financial year 2024-25, Dunkin’ India posted a revenue of Rs 37 crore against a loss of Rs 19 crore — a haemorrhage that was always going to test the patience of a parent company recording revenues of Rs 6,104 crore and a profit of Rs 194 crore in the same period. Doughnuts, it turns out, were never going to move the needle.
The contrast with JFL’s handling of its other marquee franchise could hardly be sharper. Even as it walks away from Dunkin’, the company has just doubled down on Domino’s, signing a fresh Master Franchise Agreement on March 31, 2026, granting it exclusive rights to develop and operate Domino’s Pizza stores in India for 15 years, with an option to renew for a further 10.
JFL, incorporated in 1995 and promoted by the Bharatia family, operates a network of more than 3,500 stores across six markets — India, Turkey, Bangladesh, Sri Lanka, Azerbaijan and Georgia. Its portfolio includes Domino’s and Popeyes on the global side, and two home-grown brands: Hong’s Kitchen and COFFY, a café brand in Turkey.
For Dunkin’, India was always a stretch. The brand never quite cracked the cultural code in a market where filter coffee and chai command fierce loyalty and where the doughnut remains, at best, an occasional indulgence rather than a daily habit. Fifteen years, mounting losses and a parent with better things to spend its capital on was always going to be a difficult equation to solve.
The doughnut has had its last day. The pizza, however, is staying.
