Brands
Sole survivor Adidas Launches Adizero Evo SL to sprint ahead of the pack
MUMBAI: Why just hit your stride when you can turn heads while doing it? Adidas has laced up for a high-speed style statement with the launch of the Adizero Evo SL, a sleek new entrant in the running game that blends the pace of a racer with the polish of a fashion-forward trainer. Built to give everyday runners a slice of elite performance, the Evo SL takes design cues from the brand’s game-changing Adizero Adios Pro Evo 1, but at a more accessible price point.
Set to drop on 30th May 2025 for Rs 15,999, the shoe is engineered for fast training runs and just as ready for the ‘Gram as it is for a sprint.
Minimalist in style but maximalist in intent, the Evo SL features clean white uppers slashed with adidas’ iconic three black stripes, a blur when the runner kicks into high gear. But it’s what’s under the hood that really delivers.
The full-length Lightstrike Pro midsole gives the shoe its featherweight rep tipping the scales at just 188g for women and 224g for men making it the lightest trainer in adidas’ running arsenal. Unlike its race-day cousins, it skips stiffening elements for a more responsive, cushioned ride.
Breathability and comfort are also stitched into the mix with an engineered mesh upper, providing airflow and targeted support right where you need it most.
With the Evo SL, Adidas isn’t just selling a shoe, it’s democratising the speed game, bringing the signature Adizero punch to runners who want style, substance, and split times to match.
Available online and via the adidas flagship app, this one’s not just for the finish line, it’s built to make every run feel like race day.
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.
