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Baskin Robbins Operator Graviss Eyes Dunkin' India Franchise After Jubilant Exit
Our read
Graviss's existing 5,000-POS supply network gives it a ready backbone to relaunch Dunkin' India with Indianised desserts and an expanded menu.
Watch
Official confirmation or termination of Graviss-Inspire deal
The report,
Graviss Group, India's Baskin Robbins operator, is in talks with Inspire Brands to acquire Dunkin's India franchise rights after Jubilant FoodWorks' exit, planning a revamp with Indianised desserts and expanded menu leveraging existing supply synergies.
Reported figures
From the report. Source details below
- 0.61% of Jubilant revenue
Other figures
- ₹354 crore FY25 revenue
- 800+ outlets
- 230 cities
- 5,000 retail POS
Why it matters to operators
Inspire Brands is reassigning Dunkin's India franchise rights from Jubilant to Graviss, a proven local ice-cream operator, by the Dec 31 exit deadline.
What to watch next
- Number of existing Dunkin' outlets retained vs closed post-Dec 31
- New store expansion targets and capex commitment disclosed
- Competitive response from Tim Hortons, Starbucks, Krispy Kreme India
- Jubilant commentary on Dunkin' exit impact in earnings calls
Likely next moves
Our read of what comes next — analysis, not reported by the source.
- Graviss to finalize franchise/master-license terms and store-count roadmap with Inspire Brands
- Jubilant to wind down Dunkin' operations, redeploy staff and real estate to Domino's/Popeyes/Hong's Kitchen
- Menu R&D pivot toward desserts, coffee and localized snacking to differentiate from Krispy Kreme and Tim Hortons
- Supply-chain integration of Dunkin' SKUs into existing Baskin Robbins distribution network
The counter-case
The case against this reading — not reported by the source.
Jubilant FoodWorks—a proven QSR operator with deep infrastructure—couldn't make Dunkin' India work profitably after roughly a decade, repeatedly closing stores. The brand's exit is a demand signal, not just a franchisee mismatch. Graviss, primarily an ice-cream/dessert player via Baskin Robbins, has no scaled coffee-and-breakfast operating track record. 'Indianised desserts' cannibalises its own Baskin Robbins positioning and doesn't fix Dunkin's core weakness: it's squeezed between local chai/coffee culture, Starbucks/Tata premiumisation, and aggressive value QSR players. A 5,000-POS supply network built for scoop ice cream is not the same as running fresh-food QSR kitchens at speed and scale.