How many outlets have been opened so far under the agreement with Indian Oil Corporation (IOC)? How many more are lined up? Is this format profitable?

Presently, we have six outlets that are operational at IOC gas stations. We intend to raise this number substantially with time. In fact, we are also in talks with other major petroleum companies for similar tie-ups.
This format is highly profitable as there is little or no rent that needs to be paid for these outlets. As rent can constitute a significant part of cost, its absence brings down the cost tremendously – this helps in improving the profit margins. The model works on a revenue-sharing basis and generates good margins. With an increase in highway traffic, outlets at highway gas stations have a great potential for business. We are keen on opening a large number of these outlets at locations that are feasible enough.

What is the status on tying up with possible partners overseas, particularly the Gulf region and the United Kingdom ?

Presently, there are no plans on international expansion.

What is the scale and size of operations the company is looking at for its overseas expansion?

As mentioned in the previous answer, presently we do not have any immediate plans to go to international markets.

In India, how has been the response in the southern region? Were there any initial problems the company faced in terms of logistics, format experimentation, acceptance, competition, etc.?

We have not entered markets in South India so far. However, we should be present there within the next three years.

How has the change in top management reflected in brand Nirula's makeover/growth strategy/positioning?

Nirula's has been a pioneer in the organised F&B industry in India. The first food licence, FPO1, was awarded to Nirula's. We were also the first to introduce pizzas and burgers to the Indian consumer.

The fresh top management in the company reflects in the changes being brought about to make the Nirula's brand relate best with the needs of the modern consumer. The new team comes with fresh ideas and strong enthusiasm to take the brand to new heights. Owing to the remarkable equity that Nirula's brand name holds, it has been essentially retained, with a slight change of font.
However, other logos like those of ice creams, potpourri, and pastry shop have been given a new look.

On the service front, we now have partial service instead of self-service at our restaurants. One just has to take a table number subsequent to the payment, and the food gets served at the table. We have introduced female Guest Response Executives (GREs) at our restaurants. We have also given a new look to Nirula's restaurants and the colour red is an essential element of it. The staff is now seen in new lively uniform, designed by renowned fashion designer Manoviraj Khosla. Signage and graphics have also been given a new look by Gopika Chowfla. We have all-new exciting interiors done by Lotus Design. Our most recent FSR at K-Block, Connaught Place, already has all these new elements and soon these will be carried over to all other Nirula's restaurants.

(The old location of Nirula's was disbanded, the main reason reportedly being the expiry of lease. The new management also insists the new address better suits their plans for a brand new Nirula's.)

At the same time, we are also incorporating new technologies at our central kitchen and the ice cream factory. Capacity upgrade of both the facilities is being carried out as well.

Though an incredible number of changes have been brought about, the food that our customers have always loved and cherished still remains there in all its originality. Moreover, the value-for-money prices you get at Nirula's also remain.

While implementing the changes, we had ensured that our customers got the best value out of this process.