Brands
Pepperfry enters luxury furniture & home decor market
Mumbai: Pepperfry, an e-commerce furniture and home decor marketplace, has forayed into the luxury furniture and home decor category. This launch caters to customers seeking high-end, unique pieces.
The luxury furniture segment offers over 650 items from 25 brands, including Freedom Tree, Orange Tree, and Ziba Homes. The home decor segment features over 1000 products from 30 brands like Jaipur Rugs, Noritake, and India Circus. The collection includes sofas, dining sets, carpets, lamps, and lights, crafted with premium materials.
Pepperfry chief business officer Hussaine Kesury said, “Our leadership in the furniture, mattress and home decoer segment has always been fueled by innovation and a deep understanding of our customers’ evolving needs. Recent consumer insights show a clear surge in demand for premium furniture and home decor, with more customers seeking luxurious, high-quality options for their homes. Leading brands have echoed this demand, reinforcing the need for a dedicated luxury segment. With our vast omnichannel presence across 100+ cities and 150+ stores, expanding into this space was a natural progression. We are excited to offer discerning customers a curated selection of luxury furniture and home decor, further cementing Pepperfry’s position as the premier destination for all home furnishing needs.”
In the next quarter, Pepperfry will expand its offerings by adding premium and luxury brands across its omnichannel platform. In response to growing demand for luxury goods, the brand plans to introduce over 5,000 exclusive products from national and international brands in the furniture and home decor category. This move strengthens Pepperfry’s position as a key destination for customers seeking premium home products.
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.
