Brands
Oppo launches F3 Plus, kickstarting ‘group selfie’ trend
MUMBAI: The ever-evolving global smartphone brand Oppo, kick started the ‘Group Selfie’ trend today by launching the new Selfie Expert F3 Plus, priced at Rs 30,990. The F3 Plus features the brand’s first dual front camera including a first-ever 120-degree wide-angle Group Selfie Camera. The F3 Plus First Sale begins from 1 April 2017 across India. It will also be available in Oppo online stores on Flipkart, Amazon and Snapdeal. The pre-order will be till 31 March 2017.
Oppo’s brand ambassador, youth icon and Bollywood superstar– Deepika Padukone and renowned photographer – Dabboo Ratnani also shared their own selfie experience with Oppo F3 Plus during the event.
Oppo F3 Plus delivers great selfie photos through the revolutionary dual selfie front cameras: a 16-megapixel camera for selfie and a 120-degree wide-angle lens for group selfie. The rear camera is co-developed with Sony, equipped with a customized IMX398 sensor for serious photography. The F3 Plus is a high-end smartphone that is efficient, long-lasting, secure and beautiful, addressing today’s highly-demanding mobile-first world.
“Oppo is an industry leader in the Selfie Revolution with the recent ‘Selfie Experts’ F-series. Our brand has been growing rapidly across Southeast Asia and other regions around the world. As per the GFK data, we became the No.2 smartphone brand in India offline market last year. The dual selfie camera F3 Plus marks a new ‘Group Selfie’ trend, and reinforces our position as the Selfie Expert,” said Oppo India global VP & president Sky Li.
“It’s amazing to see the way Oppo has identified the nerves of the Indian youth and the trend – Selfies. Wherever I go, I find people taking selfies. I’m excited that I have also joined the wagon,” said Deepika Padukone.
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.
