Jumboking, the quick service restaurant (QSR) chain, aims to double its business over the next 2–3 years while making its international debut in Dubai by December 2025, according to founder and CEO Dheeraj Gupta.
The company also plans to expand its network to 300 outlets concentrated across 12 key markets, with a strategy centered on depth, operational efficiency, and customer loyalty.
Currently, the Mumbai-based burger brand runs close to 200 outlets across four cities, including 115 in Mumbai and 45 in Delhi. With its supply chain and formats streamlined in core regions, Jumboking is now preparing to enter 20–30 new cities within the next three years.
Gupta said, “Our focus so far has been on depth rather than breadth, but with the proof of concept now established, we are ready to go national.”
The company projects its revenues to double every 2–3 years, implying a compound annual growth rate (CAGR) of 26–42%. Gupta noted that the franchise-driven model powers this momentum by ensuring operational efficiency while keeping overhead costs low.
Jumboking’s compact store design—measuring 400–500 sq. ft. compared to larger international QSR formats—also offers a cost advantage, supporting more competitive pricing.
“The quality is comparable since suppliers are the same, but our lean capex and lower operating costs help us deliver better value,” Gupta noted.
Positioned as a vegetarian QSR brand, Jumboking is banking on its extensive range of veg offerings and deep understanding of Indian taste preferences to take on global rivals. According to Gupta, consumer surveys highlight three distinct advantages for the chain: stronger alignment with the Indian palate, a broader vegetarian menu, and a sharper value-for-money proposition.
Talkng about contribution and competition on delivery apps, Gupta shared that delivery contributes just 7-10 per cent of sales at transitheavy outlets but nearly one-third at sit-down stores. Gupta said platforms like Swiggy and Zomato are more cost-efficient than managing in-house fleets, “At a 25% commission, it’s still cheaper than running our own.”
The brand also benefits from a loyalty program with more than 1.5 million members, which Gupta noted offers key insights into consumer behavior and product choices.
On the recent GST revisions, Gupta said the restaurant sector’s exclusion from input tax credit (ITC) limits the benefit. “Our effective tax rate remains at 5 per cent, so we don’t gain much from these changes.
Allowing ITC would align with the original intent of GST and help the industry materially,” he said. The company has been profitable for the last decade and has no plans to raise fresh capital. “We are self-funded and follow a disciplined, noncash burn model. At most, secondary transactions may take place if existing investors seek exits,” Gupta added.
Jumboking is set to launch its first international outlet in Dubai by December under a master franchise arrangement. The company’s strategy is to establish 10 profitable stores in the city before scaling into additional global markets.
“We aspire to become the world’s first fully vegetarian or vegan burger chain. Dubai will be our pilot, and success there will give us the proof to enter other global markets,” Gupta said, adding that the move would mark an Indian QSR brand asserting its place on the world stage.
