The model is a company-owned QSR estate monetised across three channels and multiple bundle tiers, with clearly defined future extensions into franchising and branded retail.

Revenue streams

• Core in-store — dine-in and takeaway. The volume base: value combos, family buckets and the premium spicy range across flagship and express formats.
• Delivery. Uber Eats and Mr D integration extends catchment well beyond the physical footprint; modelled to rise from 20% to 30% of revenue by FY2030.
• Bundles & occasions. Family bundles, student specials and limited-time flavours engineered to lift both ticket and frequency.
• Future — franchising. From Year 3, a franchise model shifts unit capital to franchisees while generating initial fees and ongoing royalties (the recommended de-risking lever for Phase 2).
• Future — branded retail. Branded sauces and frozen products extend the brand into grocery, adding a higher-margin, lower-capital revenue line from Year 4.

Channel economics

Channel mix matters to margin, not just to reach. Delivery expands the addressable market but carries aggregator commissions of 25–30%; the model assumes menu and packaging engineering recovers roughly a third of that commission, so the net delivery drag is contained. Dine-in is the most margin-accretive channel and the one where the community brand experience is built.

Pricing strategy

Pricing sits slightly below the incumbent on comparable items, with the value delivered through bundles rather than single-item discounting. This protects perceived quality while winning the price comparison at the household level. Menu architecture is engineered around a small number of high-margin anchor bundles that carry the mix.

Store formats