In a crowded QSR market, RollsKing co-founder Arjun Toor explains how capital discipline, supply chain control and repeat customers are shaping the brand’s sustainable growth
RollsKing operates in a highly crowded QSR market. What has been the brand’s biggest differentiator in driving repeat customers?
RollsKing has always been a very capital-respectful brand. We don’t burn capital to acquire customers—we focus on quality and ensure people come back. In any crowded food category, whether it’s burgers, pizza or rolls, customers eventually look for consistency.
Premiumness is not about charging high prices; it’s about delivering value consistently. Flavours can be emotionally driven—like butter chicken tasting different across regions—but when customers are choosing regularly, they prefer something reliable over something experimental. That’s exactly what we do with rolls.
We keep our flavours consistent while evolving them gradually. Our menu is not 500 items long; it’s tight and customer-driven. We believe in delivering the best, even if it’s less—and that’s what brings repeat customers back.
How has consumer demand for affordable yet indulgent food evolved in Tier 2 and Tier 3 cities, and how is RollsKing tapping this shift?
India is complex. Tier 2 cities also have a top 1 per cent consumer base that mirrors Tier 1. At the same time, Tier 2 markets are more mass-driven. To address this, we operate with two brands—RollsKing and Rolling Fresh.
Rolling Fresh works as an acquisition brand in Tier 2 markets, while RollsKing becomes the upgrade product. In Tier 1 cities, RollsKing plays both roles. Backend kitchens are shared, which helps efficiency. This dual-brand strategy allows us to penetrate markets smartly while maintaining positioning.
What role do pricing localisation and menu innovation play in protecting margins amid rising input and rental costs?
Over the last five years, we have bought back nearly 75–80 per cent of our franchises. We realised that franchising, while easier for capital raising, compromises control. Post-2020, we reduced from around 55–60 franchise outlets to about 35–40 today.
Our focus is now on company-owned outlets because consistency is non-negotiable. We may explore master franchise models in select large states, where partners commit to multiple outlets, but single-outlet franchising is largely behind us. Control over operations helps us manage costs and maintain standards.
How do you view delivery versus dine-in, and how are aggregator partnerships shaping your growth strategy?
Aggregators are here to stay. As an ex-Zomato professional, I understand their value—they solved the complexity of last-mile delivery. Most of our business today comes from aggregators, but our next phase is about not being overly dependent on them.
Delivery has replaced cooking at home, not going out. Eating out is now an experience. A mix of dine-in and delivery is essential in QSR. We’re expanding into slightly larger formats with seating for 25–30 people, strong takeaway counters and better branding.
We won’t let go of aggregators, and they won’t let go of brands like us—we drive volumes. But experiential dine-in will play a bigger role going forward.
What are your expansion priorities, and how do you view sustainability while scaling?
We’ve been profitable for 14 years and have never made losses. As first-generation entrepreneurs, we deeply respect capital. Sustainability for us is not a buzzword—it’s consistency backed by innovation and automation.
We’re focused on doing fewer things better. We don’t sell burgers, pizzas or biryani—it’s easier to manage efficiency when you know your product-market fit. Repeat customers are our priority. Acquisition will continue, but loyalty defines us.
Every piece of feedback on Swiggy or Zomato is taken seriously and acted upon.
Rolls have evolved from Kolkata street food into a national QSR category. Where does RollsKing stand in this landscape today?
RollsKing stands firmly on hygiene and consistency. Just like biryani evolved from unorganised vendors to trusted brands, rolls are seeing the same shift. Consumers now want reliability.
We are not trying to be everywhere—we want to be present in smart locations and be dependable. In a cluttered environment, customers instinctively play safe. RollsKing is that safe choice.
Our biggest competitive advantage is our fully in-house supply chain. From production to mid-mile and last-mile, everything is company-owned. Outlets cannot alter recipes or source externally. This gives us better unit economics and complete control—and that early decision is now powering our expansion.
