Brands
Rhiti Group join hands with Stanvee India to help elevate their brand experience
Mumbai: Integrated marketing and brand experience company Rhiti Group has announced a partnership with Mumbai-based Stanvee, a premium convenience services provider, to help elevate their brand experience and public profile. Rhiti Group works to create and build the entire ecosystem for entertainment, media and sports.
An agreement to this effect, which also involved Rhiti taking up equity stake in Stanvee India, was signed by Rhiti Group chairman and managing director (CMD) Arun Pandey and Stanvee Group chairman and managing director (CMD) Suraj Kumar Behera, recently.
Both organisations promised a slew of developments in the months to come, which they believe will make Stanvee a household name in a very short time.
Speaking on the partnership, Arun Pandey said, “Stanvee is an organisation positioned perfectly to succeed in the digital economy of today and more so in the future. Consumers of the post-pandemic world are today willing to pay a premium for convenience and Stanvee’s offerings we believe have caught the pulse of the new age consumer. With Rhiti’s strengths in marketing and brand elevation, we are extremely confident of the roaring success of this partnership and look forward to exciting times together.”
Also sharing his views was Suraj Kumar Behera of Stanvee who said, “We are glad to have Rhiti as our partners in our journey to become the most trusted and valued brand in consumer convenience services. Stanvee has just the right mix of easy to access services for consumers across the value-chain, in a post-pandemic digital economy. With the proven credentials of Rhiti, we believe our messaging and brand experience will reach the next level in what we believe will be a mutually fulfilling partnership for years to come.”
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.
