The Indian-isation of Burger King: Lessons in regional adaptation

Founded in 1954, Burger King is one of the world’s largest and most recognised Quick Service Restaurant (QSR) brands, known for its burgers and value-driven offerings. The brand entered the Indian market in 2014, strategically positioning itself as a strong competitor in the growing QSR space. Since then, Burger King India has rapidly expanded, operating over 500 restaurants across 119 cities. Its growth has been fueled by a combination of value pricing, menu innovations tailored to Indian tastes, and a strong presence in both metro and Tier-2 cities. This strategic expansion has helped Burger King solidify its position as one of the fastest-growing international QSR chains in the country.

In an exclusive interaction with Adgully, Kapil Grover, Group Chief Marketing & Digital Officer, and Cicily Thomas, President of Burger King India, discuss the brand’s widespread appeal across demographics, from metro to Tier-3 cities. They also share insights on Burger King’s localized marketing strategies, menu adaptations for Indian tastes, rapid expansion into the café segment, and the impact of AI-driven engagement initiatives, including those launched during IPL and Diwali.

Burger King is popular not only among Gen Z but across various demographics, including metro, Tier 1, 2, 3 cities. How do you tailor your marketing strategies to appeal to a diverse audience?

Kapil Grover: Our marketing approach is anchored on two key pillars: value leadership and innovation. From the beginning, we positioned ourselves as a strong value player, launching the “2 for 50” offer in 2017 to encourage consumers to try our menu. Over time, we introduced offerings like the Stunner Menu, Tasty Meals at 99, and now “2 for 79”, ensuring accessibility across all market segments. Indian consumers inherently seek great value, so we consistently provide more for their money.

Innovation is another crucial factor. When launching in India, we conducted one of the largest consumer studies in Burger King’s history, engaging over 4,500 consumers to refine our menu. Since then, we’ve expanded our offerings, including the Whopper, Tandoori Chicken Burger, Makhani Burger, tacos, and a café menu. In tier 2 cities, consumers demand quality branded experiences, and our approach ensures consistency regardless of location.

Cicily Thomas: Today, there’s little distinction between metro and tier 2 city consumers. Many travel frequently and expect the same experience everywhere. Social media amplifies this—our Instagram is flooded with requests like, “Please open in Kolkata!” or “When are you coming to Gorakhpur?” We use this demand to inform store openings. In smaller cities, one strategically placed store becomes a landmark, making it the best form of marketing.

Kapil Grover: The restaurant itself is the brand—when consumers step inside, they experience it firsthand, making it our most effective marketing tool.

QSR giants in India tailor their menus to local tastes. How has Burger King adapted to the Indian market?

Cicily Thomas: I joined Burger King in 2014 as the second employee in India. While it’s a global brand, localization was essential. Unlike global outlets with a single kitchen, we designed separate vegetarian and non-vegetarian kitchens to align with Indian dietary preferences. Our vegetarian menu is extensive, built through immersion studies to understand local tastes.

Kapil Grover: Our entire Indian menu is unique. For instance, our Crispy Veg Burger is spiced with Indian flavours, and the Makhani range incorporates familiar gravies. The Veg Whopper, exclusive to India, features a double coating for extra crunch, catering to local preferences. We recently launched Veg Puff and Chicken Puff, as well as Indian-style nuggets, which differ from global versions by offering a crispier, textured bite. Even our sauces are tailored—our Masala Whopper features a kadhai-inspired gravy, something unheard of in Burger King’s global offerings.

Cicily Thomas: Indians love saucy, juicy flavours, so even our sauce application method differs. We use a sauce gun to ensure optimal coverage, unlike the global standard. Every adaptation stems from customer insights, ensuring our offerings resonate with Indian consumers.

Burger King has grown rapidly, expanding beyond burgers into the café segment. How has the response been?

Kapil Grover: In just three and a half years, we have become one of India’s fastest-growing café chains. From conceptualizing BK Café in April 2021 to now, we have expanded to 400+ locations—a pace unmatched by other coffee chains. Much of this growth happened in the past 18 months. Our menu, branding, and packaging were entirely designed in India, ensuring relevance to local consumers. Initially, we focused on hot and cold drinks, later introducing iced beverages, lava cakes, and mousse cups. More innovations are on the way.

Cicily Thomas: Traditionally, QSRs in India operated from 9 AM to 11 PM, or 11 AM to 11 PM in malls. We identified an opportunity in breakfast, leading us to extend our hours—most stores now open at 7 AM and run until 1 AM. Adding coffee strengthened our morning segment, attracting commuters and early risers. Expanding into non-traditional time slots has broadened our consumer base, reinforcing BK Café’s success.

Post-COVID, cloud kitchens have emerged as a dominant model, with many delivery-only brands gaining traction. How does Burger King view this model, and is there potential for exclusive cloud kitchen formats?

Cicily Thomas: Cloud kitchens cater primarily to consumers who prefer ordering from home. However, at Burger King, our focus is on providing an in-store experience. Every store we open operates as a cloud kitchen because we can deliver from any location.

That said, our priority is guest experience. Consumers still want a place to sit, dine, and enjoy their meals fresh and hot. As a dine-in and digital-forward brand, we want our customers to experience our products in the best possible way. While cloud kitchens are a part of our overall strategy, our focus remains on expanding physical stores and ensuring that customers experience the brand in its totality.

Kapil Grover: Delivery has evolved significantly post-COVID. Consumer behavior has shifted, with many seeking convenience both in-store and at home.

The entire ecosystem—smartphones, OTT entertainment, digital platforms like YouTube and Instagram, quick commerce, and food delivery services—has reshaped habits. As a brand, we are adapting to this change.

We have a robust delivery service, working closely with all major food aggregators and offering direct orders through the BK app. While we provide convenience, the ideal QSR experience is still about guests coming to the restaurant, where they can enjoy the freshest, hottest food.

AI-driven engagement is revolutionizing marketing. Could you share insights into your AI-powered initiatives, especially those implemented during IPL and Diwali?

Kapil Grover: Our goal is to stay engaged with Gen Z audiences by integrating technology into our marketing efforts.

For instance, during IPL, we leveraged AI and machine learning to create real-time engagement. During live matches, our system would trigger coupon pop-ups based on match moments. If a player hit a four, viewers could scan the screen to receive a Burger King discount coupon on their phones.

For Diwali, we used AI to create personalized digital posters. Consumers could select Diwali-themed designs featuring our products, add their names and favorite BK items, and generate customized festive posters.

Beyond these, we continuously engage with consumers through social media, contests, and collaborations. For instance, when the youth rom-com “Loveyapa” was released, we partnered with the film, offering exclusive combos, free movie tickets, and store visits by the star cast. These initiatives help us build excitement and maintain a strong connection with our audience.