What gets Amit Jatia excited? Its new-age restaurants, food-tech and the evolution of QSR customizing each serving. The vice-president & CEO of HardCastle Restaurants is also NRAI’s chapter head for Mumbai, with plans to improve networking opportunities among restaurateurs.

1. As NRAI’s chapter head for Mumbai, what’s your plan for the big city?

As NRAI head (Mumbai) I’d like to focus on new age restaurants, we have observed that there is a lot of wonderful development happening there and as NRAI, we need to support this creativity. The industry is moving really fast and we need to provide a lot of information and support to these new generation restaurateurs, including how to operate and succeed in this fast paced business. Our business has a lot of variables and hence success can never be taken for granted. This constant change keeps us engaged and interested.

Mumbai is a very big city; there are a lot of local issues that need our attention, and while NRAI as a body is fairly low-key, we are very effective in working with the government towards nurturing change. We will continue to support the industry and I intend to make a regional action plan that creates awareness and generates value for the restaurateur.

There is a need to network and engage with the industry, there are connections to be made & we have knowledge to share, so in the near future we will be organising networking events once a quarter, which many senior restaurateurs will add value to by attending.

2. You virtually created the Indian QSR. It’ll be two decades next year. What’s your view on how it’s developed?

The older QSR brands are in the midst of a challenging time. Many are now seeing either flat or negative sales and in addition there is added competition from many new brands now giving the consumer a wider array of choices. That said, McDonald’s, has now matured. We have a better supply chain which ensures more efficiencies, this makes it possible to reach new areas and expand our menu too.

Today there is also a lot of conversations around health and technology. These two are essential conversations and demonstrates how far ahead we’ve come. We at McDonald’s are keenly aware of the changing health demands of our consumers. We’re also aware of the tremendous impact technology has on our industry. It’s a real game-changer and will continue to be an excellent platform on which so much can be done. I’m really excited.

I intend to make a regional action plan that creates awareness and generates value for the restaurateur.

3. What upgrades are you brining to your system?

(Smiles) We’ve embraced technology; there are some very interesting things we are working on. Hopefully, we’ll be ready to share it soon, but not now. Considering that we cater to a digital savvy generation, we are present across multiple digital platforms to keep our customers engaged. Last year we launched a host of mobile applications including our delivery ordering app, mobile site and an in-store ordering app for enhancing the brand experience of our customers. Online platforms drive 30% of our revenues that come from delivery business.

Entry is easy, scaling up is the tough part. To be a successful franchisor, the business must be franchise-able. Therefore, the operating parameters must be right. That’s the skill of this business.

4. There is now such as thing as the ‘Indian palette’. Where is it at today?

To me, the Indian palette is about flavours & fusion. The Indian consumer perceives fusion with Western items as a good thing; like our Indian wraps. We’ve taken a South American product and added Indian tastes. It’s the same across all major QSR brands in India. In a sense, this approach is done globally too. We have to localise.

Though young, the Indian palette is well defined. Local QSR brands need to find that perfect marriage of Indian flavours and other cuisines to succeed. It’s the route many developed restaurant markets have taken. In fact, our smoothie line at McCafé is developed along the same principle. It’s doing very well.

5. Where do you stand on skill training & manpower in this high attrition industry?

While hiring we look for the correct attitude. The skill needed for our operations can be taught. We believe in hiring fresh people, not necessary from hotel management colleges. Any business, including a restaurant, needs to set goals & Plan. In Many places this does not happen and hence things don’t work smoothly.

This is a skill-based profession with a tremendous amount of potential. Businesses must get their act right on their operating parameters. Entry is easy, scaling up is the tough part. To be a successful franchisor, the business must be franchise-able. Therefore, the operating parameters must be right. That’s the skill of this business.

6. Which food trends are you excited about?

The traditional distinction between a QSR and fast-casual has blurred, or will soon blur. For QSRs, I feel the trend of customising the product is a hot trend. It combines the convenience of quick service while also making it to the customer’s specifications, which he likes. It’s been around in a few brands, it’ll catch on soon.

The cuisines to look out for are Japanese and Asian fusion. Asian food has been here for a long time of course, now there are many restaurants creating wonderful fusions of classical Asian flavours to Indian specs, often in a fast-casual style.

And of course, fresh is big. Consumers are paying more attention to what they’re eating and where it’s coming from. There is opportunity there of restaurateurs to tap.