-Khwaish Hingad (editorial1@imaws.org)
Bengaluru: City’s famous restaurant for multi-cuisine , well-known for their authentic non-veg restaurant, ‘Hotel Empire’ is planning to enter the ready-to-eat segment by launching signature gravies. The restaurant chain is spreading its wings across South India by aiming for 25 new outlets in Chennai and Hyderabad. NKP Empire Ventures, the group’s holding company, has 30-odd restaurants across Karnataka.
The Balancing Act: Tradition Empowered by Technology
Shakir Haq, CEO of NKP Empire Ventures and a third-generation leader from the family, interacted with Kitchen Herald on a wide range of aspects, from their current-day challenges to their expansion plans. The central challenge for any generational business is bridging the gap between legacy and modernity. For Mr. Haq, this is solved by redefining the role of technology. “Our core traditional value is non-negotiable consistency and quality,” Mr. Haq explains. “My grandfather’s principle was simple: basic, hygienic, affordable food. Technology today is not a disruption; it is the engine of consistency.”
NKP Empire has historically been an early adopter. Long before third-party apps were commonplace, the company established a comprehensive in-house call center in 2007 to manage high-volume delivery. Today, this forward-thinking approach has evolved into the seamless integration of cloud kitchens and state-of-the-art data visibility systems. Under the leadership of third-generation CEO Shakir Haq, the company is embarking on its most ambitious chapter yet: the transformation from a beloved restaurant chain into a diversified Global Food Company by 2030, targeting a revenue milestone of ₹1,200–1,400 crore.
For the past six decades, NKP Empire Ventures has been an anchor in the dynamic culinary landscape of South India. The name conjures up memories of reliable, hygienic, and affordable food, often served well into the late hours—a true local institution since its founding in 1966.
“This modern structure allows the group to operate a complex ‘house of brands’—including the flagship Empire Restaurant, the fast-casual Easy Bites, and the premium dining experience Karama—with decentralized operations but strict, centralized control over quality and sourcing. The result is a structure that is both agile in the digital sphere and deeply rooted in its 60-year-old promise.” Shakir Haq unpacked his uncompromising vision to transform the 60-year-old local chain into a ₹1,400 crore Global Food Company by 2030.
The People-First Philosophy: Building Careers, Not Just Jobs
Today the biggest nightmare of any restaurant owner is to have the right people running the show. In the world of ‘job-hopping’, retaining the best talent is one of the biggest challenge for any organization. Mr. Haq is firm in his belief that the ultimate product quality is a direct result of human investment. “We are absolutely in the people business; the food business is a byproduct of that,” he states. “If you focus only on the food, you begin looking for cost-cutting measures that invariably compromise quality.” This philosophy is formalized and prioritized in the ‘3P principle’: People, Process, then Product. NKP Empire’s commitment is powerfully demonstrated by its staff retention, with some employees boasting tenures exceeding four decades.
The Empire Institute of Hospitality Training is the linchpin of this human capital strategy. It provides structured training, mentorship, and a clear path for vertical growth. This culture of collective leadership ensures that talent, regardless of their entry-level position—such as a ‘waiter’ (cashier/order taker)—is given the tools and opportunity to climb the ranks and become future leaders, like an AVP of Operations. This holistic view ensures loyalty and builds a team of dedicated brand ambassadors, which is invaluable for consistent service delivery.
The Non-Negotiable: Strict No For Franchising and Full Ownership
In an era where franchising is the standard path to rapid F&B scaling, NKP Empire maintains a contrarian, deliberate stance: zero-tolerance for franchising and full, bootstrapped ownership of all its outlets. The rationale is driven entirely by quality control. “The integrity of our brand, the exact taste, the hygiene standards, the late-night reliability—these are non-negotiable,” Mr. Haq emphasizes. Franchising, he argues, dilutes this control, leading to corners being cut for short-term profit, which ultimately erodes brand equity.
While this full-ownership model is capital-intensive and inherently slower than a franchise-led boom, it guarantees sustainable and predictable outcomes. It is the discipline of this approach that gives Mr. Haq confidence in achieving the massive ₹1,200–1,400 crore revenue target by 2030, prioritizing high-quality, long-lasting assets and brand integrity over transient financial metrics.
Expansion and Diversification
The growth strategy is a two-pronged attack: focused geographical expansion combined with radical product diversification.
1. Strategic Market Entry
The company is strategically expanding into new metropolitan markets like Chennai and Hyderabad. The criteria for entry are precise, focusing on high consumer density, migration patterns, and strategic real estate. Crucially, the expansion is tailored by brand: premium, experiential dining concepts like Karama are targeted toward high-street locations, while the flagship Empire Restaurant provides the trusted culinary anchor.
“We don’t enter a market simply to compete head-on,” Mr. Haq notes. “Our goal is to complement the existing culinary landscape with our unique, high-value offerings.”
2. The Global Food Company Vision (Vision 2030)
The transformation into a Global Food Company means looking beyond traditional restaurant service. While established in the Middle East, Phase Two of the global strategy targets Southeast Asia and Western markets. The structural enabler for this global reach is the expansion into the ready-to-use household market.
By leveraging the massive capacity of their central kitchens, NKP Empire is preparing to package its signature culinary legacy for consumer retail. Priority categories include:
- Signature Gravies and Curries: Ready-to-cook bases.
- Ready-to-Use Marinades: Enabling consumers to replicate authentic Empire flavors at home.
- IQF (Individually Quick Frozen) Products: High-quality frozen meals that meet the global demand for convenience without sacrificing the brand’s non-negotiable quality.
Navigating the Digital Economy and ESG
Mr. Haq acknowledges that the digital economy presents complexity. While third-party aggregators (Swiggy, Zomato) provide necessary outreach, they pose economic challenges through high commissions. The solution is dual: prioritizing in-house digital channels to maintain a direct customer relationship while actively engaging with emerging, equitable platforms like ONDC.
Finally, the Vision 2030 is anchored by a firm commitment to ESG (Environmental, Social, and Governance) compliance. Rather than focusing solely on end-of-life solutions like composting, NKP Empire is dedicated to prevention through backward integration and supply chain control. By standardizing processes in centralized kitchens, the company can accurately predict and minimize waste generation at the source—a move that proves sustainability and operational profitability can and must align.
Mr. Haq’s expansion plans and Vision 2030 are rooted in a cultural and structural shift. The goal is to build a self-sustainable organization with clear governance and predictable outcomes, ready to compete globally, while ensuring that the legacy of uncompromising quality established 60 years ago remains the guiding light for every ambitious step into the future.
