Kallol Banerjee Bio, Age, Height, Family, Relationship and More

Kallol Banerjee Bio, Age, Height, Family, Relationship and More

Rebel Foods wasn’t a cloud kitchen startup when it started out as Faasos in 2011.

In fact, Kallol Banerjee and Jaydeep Barman’s original plan was to open a chain of quick-service restaurants (QSRs) on high streets that sold wraps. So, how did Rebel Foods stand out in the crowded cloud kitchen market to become India’s first unicorn? Kallol Banerjee talks about the journey and the way forward in this exclusive interview.

Kallol Banerjee

How does a Rebel Foods cloud kitchen work, and how much automation is there?

In the same kitchen, rice for both Faasos and Behrouz Biryani was cooked.

We automate processes that are repetitive or require constant supervision
We’re making machines that can read and follow recipes.
The machine tells the cook when to put in the ingredients.
Processes in the kitchen are automated by product experts, engineers, and industrial designers.

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How does a good cloud kitchen business work?

Cloud kitchens cost little to rent, but you have to pay for delivery.
Cloud kitchens can be useful in different situations and for different tasks.
It only works if you know about digital branding.
works only on a large scale, with many brands in many cities.

Kallol Banerjee
Kallol Banerjee

What does Rebel Foods do that its competitors don’t?

Started out as Faasos, a quick-service restaurant. We thought we would be India’s McDonald’s.
Met problems, such as a lack of high-street locations and high rents.
Around 2014, we only did delivery. We were the first company in India to do this.

You have two brands of Biryani, and their prices are different. What is the plan?

Once you know how to make Biryani, you can call it 10 different things.
There can be different amounts of meat and rice, and the taste can be a little different.
Typical play for FMCG: Like P&G or HUL, which have many brands of washing powder
If someone tries to undercut Behrouz’s prices, I can use The Biryani Life to fight the price war.

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How you think the Indian cloud kitchen market is doing

India’s restaurant and cloud kitchen market isn’t nearly as big as those in the US and China. Cloud kitchen is a typical example of how India has been able to jump ahead.

Rebel Foods is the world’s largest and fastest-growing Internet restaurant company. It was started in 2011 by Jaydeep Barman and Kallol Banerjee. Rebel Foods is home to brands like Faasos, Behrouz Biryani, Ovenstory Pizza, Mandarin Oak, The Good Bowl, SLAY Coffee, Sweet Truth, Wendy’s, and more. Rebel Foods has more than 450 kitchens in more than 70 cities. Their full-stack technology, called Rebel OS, lets them launch and grow a lot of different brands very quickly. The company has launched more than 25 brands using the Rebel Launcher, which is powered by the Rebel OS.

Kallol Banerjee
Kallol Banerjee

Kallol Banerjee, Co-Founder of Rebel Foods, talks at length with Adgully at the NRAI’s Cloud Kitchen Convention about how the Indian food industry has changed, the need for personalization in online delivery, and a lot more.

Banerjee said this about the problems food businesses faced during the last few years of the pandemic: “As a food business, I think it was a very immediate reaction because right after the pandemic was announced, our business dropped by 60% right away and overnight. There was a mistaken fear that it could also be spread through food, and then slowly it came back. I would say that the recovery was very slow over the next few months, but by December we were back to where we were last December. We pretty much lost the year, and there was almost no growth.”

Entrepreneurs-in-Arms

Even though Faasos was a QSR chain until 2013, the number of locations was a good way to measure its growth. In the beginning, the food was made in the front-end kitchens, but as the business grew, the supply chain had to be made simpler. In the first three cities where Faasos opened, there was a central kitchen that fed all of the stores. But Barman says that even though the company was growing, it was still on shaky ground.

At the end of 2011, two big events started the process of coming together. First, Sequoia Capital gave Faasos an investment of $5 million (about Rs 33 crore) in October 2011. After that, they told everyone about the Faasos Entrepreneur in Residence (FER) program.

Barman says, “We were mostly just very lazy.” “We were looking for people who would run it as if it were their own business.” The requirements for the program were easy to understand. He says that the people who applied had to be business-minded, not wait for instructions, and love their customers. Banerjee says, “We were looking for people who were like us when we were younger.” Basically, they were business school graduates who were just starting to realize that some of their jobs could be very boring. They got more than 400 applications, and from those, they chose eight people.

Seven of these eight people still work for Faasos and have created their own departments. Revant Bhate, one of the seven people who started the company, says, “We all started at the operational level, but we quickly started taking on bigger responsibilities.” Bhate helped build the back end of the company and is now in charge of marketing as well. “Everyone did everything because we were a small company,” says Bhate. As the company has grown, the roles have become more clear.

“In terms of numbers, our turning point was about a year ago, but I think the company’s real turning point was when we hired the eight entrepreneurs in residence,” says Barman. By choosing to hire through the FER program, they were able to bring on seven new co-founders. He thinks that the results didn’t start to show until this year, after Faasos raised $20 million in a funding round led by Lightbox Ventures and Sequioa Capital (about Rs 132 crore).

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