Detailed Narrative
Thailand Acquisition Fuels Consolidated Growth
The consolidation of KFC Thailand was the primary driver for the 39.2% YoY revenue growth in FY25, bringing consolidated revenue to ₹4,951 crore. The international business contributed ₹419 crore in Q4 alone, with gross margins improving by 300bps YoY to 64.2%. While the Thailand business is currently PAT negative due to aggressive depreciation policies, management confirmed it is cash self-sufficient and serves as a platform to launch other brands like Tealive.
KFC India: Navigating Transient Headwinds
KFC India faced a challenging year with ADS dropping to ₹94,000 for FY25 and ₹83,000 in Q4. This was attributed to a 75-day bird flu impact in Andhra Pradesh and Telangana, alongside geopolitical issues in Kerala and West Bengal. Despite this, management remains bullish, targeting 110-120 new KFC stores in FY26 and maintaining that margins can return to 20% once ADS recovers to the 100k-105k range.
Strategic Entry into the Biryani Category
The acquisition of an 80.72% stake in Sky Gate Hospitality (Biryani By Kilo) for ₹519 crore marks DIL's entry into the high-potential Indian cuisine space. Management plans to infuse ₹90 crore of capital to turn the currently loss-making business around within one year. Synergies are expected through material sourcing, labor deployment, and housing these brands within DIL's existing food court and airport infrastructure.
Pizza Hut Revival and Store Rationalization
Pizza Hut India continues to underperform with an ADS of ₹34,000 and a meager 2.7% contribution margin. DIL has intentionally slowed expansion, adding only 63 net stores in FY25 and closing 14 stores in Q4. Management is in active discussions with Yum! Brands to 'reformat' the brand, focusing on smaller delivery-centric formats and value-driven menu innovations to compete with market leaders.
Margin Management and Input Inflation
Consolidated gross margins saw a slight dip to 68.9% in FY25 from 70.3% in FY24, pressured by rising costs of cooking oil, chicken, and coffee beans. Management has chosen to absorb these costs rather than take price hikes to avoid further dampening consumer demand. They are instead focusing on 'value layers' and promotional balancing to maintain footfalls while waiting for input prices to stabilize.