Neelam Singh, Founder and CEO, notes that Pico format builds wider brand visibility, strengthens recall, and creates an ecosystem of young entrepreneurs across non-metros and college markets
With the goal of tapping into underserved aspirational markets outside metros and combining premium dining standards with price accessibility, The Burger Company is eyeing to clock over Rs 100 crore in brand revenue for the fiscal year, its Founder and Chief Executive Officer (CEO) Neelam Singh, told BW Retail World.
In an interaction, Singh noted that the company is targeting 250 additional outlets across India over the next three years, of which 150 will be Pico outlets and 100 will be regular format stores. She emphasised that the majority of the revenue target will be met from their existing outlets, which have shown strong unit economics and repeat customer rates of over 40 per cent. Edited Excerpts:
What is your expansion strategy for The Burger Company in the next two to three years?
Our growth strategy is rooted in a balanced mix of scale and sustainability. With the introduction of our TBC Pico model, we have opened doors for faster, more widespread expansion in smaller towns and high-footfall locations with limited space. Over the next three years, we are targeting 250 additional outlets across India, of which 150 will be Pico outlets and 100 will be regular format stores. This expansion plan ensures that we strengthen our presence in metro, tier-2, and tier-3/4 markets simultaneously, allowing us to cater to both premium and value-conscious customers while keeping our brand identity intact.
Are there any plans for new business partnerships?
We believe in long-term relationships over quick wins. Our existing partners, who supported us in the early days, remain an integral part of our journey, and we continue to grow with them. At the same time, we are actively exploring opportunities in the real estate and retail infrastructure space, which can give us strategic advantages such as prime locations, better rental models, and more efficient outlet rollouts. While we are not looking at diversifying into unrelated sectors right now, we are keen to strengthen ecosystem partnerships that help us scale faster and more sustainably.
What’s your revenue goal for the next fiscal year and how will you achieve it?
We are targeting Rs 100 crore plus in brand revenue for the upcoming fiscal year. The majority of this revenue will come from our existing outlets, which have shown strong unit economics and repeat customer rates of over 40 per cent. The new TBC Pico outlets will add incremental revenue while also driving brand visibility and customer acquisition in new geographies. Operational efficiency, standardised supply chain, and a focus on consistent customer experience will be our key levers to achieve this milestone.
Are you looking to raise funds or attract investment?
At present, we are not seeking external funding. We have been profitably bootstrapped since its inception, and we take pride in being able to scale without external capital. This gives us the freedom to stay true to our vision, avoid unnecessary dilution, and build long-term sustainable value. While we remain open to exploring strategic opportunities in the future, for now, our focus is on growing organically with our strong cash flows.
How does the new TBC Pico franchise format benefit the brand?
The Pico format is a game-changer for us. It allows us to penetrate deeper into the masses with a low-investment, high-return model that makes entrepreneurship accessible to many more Indians. While the margins are intentionally kept thin, the format builds wider brand visibility, strengthens recall, and creates an ecosystem of young entrepreneurs and job creators across tier-3/4 cities and college markets. It is more than just a business model; it is our way of contributing to the Make in India movement by driving affordable entrepreneurship and employment opportunities.
What is the investment and return for a TBC Pico franchisee?
The TBC Pico model is designed to be India’s most accessible quick service restaurant (QSR) franchise format. The investment required is Rs 7.89 lakh (7.69 lakhs for women entrepreneurs as part of our commitment to encouraging women-led businesses). Average outlet revenue ranges from Rs three to five lakh per month, depending on the location and market size. ROI is expected in eight to ten months, making it one of the fastest payback models in the industry. This format is particularly suited for tier-3/4 towns, food courts, colleges, and high-street locations, giving aspiring entrepreneurs an easy entry point into the QSR industry.
When expanding into tier 3 and 4 cities, what are your key retail challenges and opportunities compared to metro markets?
Tier 3 and 4 cities represent a huge untapped growth market for us. The opportunities are lower rentals, lower manpower costs, and strong consumer demand, leading to higher ROI and better profitability compared to metros. Customers here are aspirational and keen to experience branded QSR at an affordable price point, which fits TBC’s positioning perfectly. The challenges lie in managing supply chains efficiently while maintaining the same quality standards across all outlets. Logistics, cold chain maintenance, and vendor reliability can be harder in smaller towns, but we have invested in robust backend systems to ensure consistency whether it is Delhi, Guwahati, or Chaibasa.
How do you see the Indian QSR market evolving, and what trends are key for you?
The Indian QSR market is evolving at a rapid pace, driven by younger demographics, increasing eating-out culture, and rising disposable incomes. Customers are seeking value-for-money meals without compromising on quality. The key trends we focus on are constant menu innovation with quirky, exciting products that stand out, strong digital presence as aggregators and social media drive discovery, smaller flexible store formats like Pico to reach high-footfall but compact locations, and health and customisation with customers expecting more options without losing taste.
