Quick profits via Xpress QSR
Developed after careful planning, intensive market research and valuable experience in the fast-food industry, Shawarma Xpress is set for aggressive expansion. In an interview, Andrew H McNair, Head of Operations, Shawarma Xpress shares brand’s growth plans.
Namita Bhagat (NB): Tell us about the origin and concept of ‘Shawarma Xpress’.
Andrew H McNair (AHM): We are Shawarma Xpress, a quick service restaurant brand franchise that began operations with its first outlet in 2001, the first drive - thru in 2006. It opened a location in the prestigious Bahrain City Centre Mall in 2008. Founded by two brothers - Saleh and Firas Al Khor, this innovative concept was developed after careful planning, intensive market research and valuable experience within the fast food industry.
NB: What is the USP of the brand?
AHM: There are many Shawarma outlets across the world and sadly the standards are very poor in the majority. We model our restaurants on the traditional QSR style ensuring the highest standards of product, quality and customer service. Shawarma Xpress is committed to producing a creative variety of Shawarma recipes through its unique and innovative concept. It serves high quality meats and variety breads. The product range concentrates on multiple sauce derivatives giving the customer the ultimate choice.
NB: What were the motivating factors for the brand to opt for franchise model?
AHM: The product is universally loved. By offering it through the QSR concept with the obvious benefit of quality, service and cleanliness we have a winner. Bahrain is a small country and our product is very popular here. Many visitors to Bahrain said how much they wished that they could get the Shawarma Xpress quality of product in their home countries. From there the idea of franchising grew. Franchising was seriously considered from early 2010 with the first master franchisee being signed in autumn 2010.
NB: How many owned stores and franchisees do you have at present?
AHM: We currently have eight company-owned restaurants in Bahrain which are used for product and system development. We have two master franchisees having three restaurants open and a further five in the developing stages. The group has expanded rapidly totaling 10 units in Bahrain by 2008.With master franchisee agreements in eastern region of Saudi Arabia (30 restaurants in 5 years) and Qatar (20 Restaurants in 5 years).
NB: What locations are you targeting for further expansion?
AHM: We are currently trading in Bahrain, eastern region of Saudi Arabia and Kingdom of Qatar. We are currently in discussions over master franchises for the remaining two regions of Saudi Arabia (Western and Central), Dubai and Oman. We are planning foraying into the Indian market via master franchise route.
NB: What are the products/services that are offered by the brand?
AHM: It serves high quality meats and variety breads. The sauces range from the traditional, Tahina and Toumia, to the more adventurous Mexican, Chili and Italian, to the true spice lovers. Our menu is concentrated on the Shawarma with chicken or vegetable fillings. However, we also add a regional dimension to the offering by adding products to the specific market.
NB: What is the franchise format of your concept?
AHM: We have three outlet models such as; Mall Outlet, Restaurant and Drive- thru. These will be supplemented with car-hop sales and a delivery service.
NB: What kind of training and support is given to the franchisee?
AHM: We believe that franchising should be a partner with both parties putting 100 per cent effort into the venture. With this in mind we hand hold the franchisees through every step. We are not one of the international brands who believe that things can be run from distance. We help franchisees in site selection and evaluation, design and building, sourcing of products and materials, recruitment and training, through the restaurant opening. It’s at this stage that our work really starts, that being to ensure that the restaurant operates profitably and grows, whilst at the same time being a credit to the whole brand. This is achieved through the field operations team regularly visiting the partner sites for checking brand standards and advising for training and marketing.
NB: How would you tackle the issue of competition from other restaurant brands?
AHM: The best way to tackle competitors is to be consistent in offering a best quality product sold with the highest levels of hygiene and service at an affordable price.
