Brands
HUL Q4: Net profit up 41%; health, hygiene & nutrition portfolios drive growth
NEW DELHI: FMCG major Hindustan Unilever (HUL) reported a good set of numbers on all fronts for the quarter ending 31 March 2021. Beating market estimates by a significant margin, net profit surged 41 per cent to Rs 2,143 crore on the back of a solid 16 per cent volume growth.
Revenue grew by 34.6 per cent year-on-year to Rs 12,132 crore during Q4. Domestic consumer growth was at 21 per cent.
For the fiscal 2020-21, the consumer goods company said its consolidated net profit was at Rs 7,999 crore, as compared to Rs 6,756 crore in 2019-20, a growth of 18 per cent. Consolidated total income for FY21 was at Rs 47,438 crore, as against Rs 40,415 crore in FY20.
Health, hygiene and nutrition, which makes up 80 per cent of business, grew in double-digits for the third consecutive quarter, while discretionary and out-of-home categories improved sequentially, the company said.
Home care growth at 15 per cent was enabled by a strong recovery in fabric wash. Household care continued its strong performance delivering double-digit growth. Liquids and fabric sensations continued to outperform, benefitting from robust market development initiatives, stated HUL.
“Our in-quarter performance was strong on both the top-line and bottom-line. Despite challenging times, in FY21 our business ecosystem has withstood the disruption and demonstrated agility and resilience across the value chain,” said HUL chairman & MD Sanjiv Mehta. “We have delivered on our multi stakeholder business model. Our purpose-led brands and capabilities were further strengthened during the year and this positions us well to serve our consumers during this turbulent period.”
The company’s focus will firmly remain behind delivering volume led competitive growth, he added.
Mehta went on to say that the recent surge in Covid cases is of serious concern and “ensuring safety and well-being of people remains our top priority”.
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.
