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From Swiss chocolates and loaded waffles to fusion mithai, India’s sweet tooth is going global and dessert brands are racing to keep up. Here’s how franchisors are turning changing tastes, digital ordering and smaller cities into the next big growth opportunity.
A box of handcrafted chocolates, a gourmet cake with unusual flavours or a Japanese-style cheesecake can turn an ordinary day into a celebration. India’s dessert preferences are steadily moving beyond traditional favourites, as consumers explore everything from eggless desserts and artisanal chocolates to fusion mithai and international bakery concepts. At the same time, expectations around quality, presentation and the overall dessert experience are rising.
For brands, this opens up room to experiment with products, build distinctive identities and reach consumers through a variety of retail formats. The growth of organised food businesses, greater exposure to global food trends and the popularity of online ordering are also creating new avenues for dessert brands to expand. However, building a successful franchise network takes more than an attractive menu. Brands must strike the right balance between consumer preferences, pricing, operational efficiency and franchisee profitability.
Evolving Tastes Reshape Dessert Menus
The era when cakes, pastries and ice creams dominated the organised dessert market is slowly giving way to a far wider range of choices. Consumers are increasingly open to premium chocolates, speciality waffles, artisanal bakery products and desserts that blend familiar Indian flavours with international influences. Eggless and vegetarian concepts are also finding a broader audience, pushing brands to develop menus that appeal to different consumer groups.
For established players, innovation has become a key way to keep customers engaged and create new consumption occasions. Baskin-Robbins, India’s largest ice cream and dessert chain, has entered the waffle category with its New York Loaded Waffles range, taking its portfolio beyond its core ice cream offerings. With loaded waffle bases, distinctive toppings and optional ice cream pairings, the range gives consumers another dessert option while allowing the brand to explore new product combinations.
Mohit Khattar, CEO, Graviss Foods Pvt. Ltd. (Baskin Robbins India), said, “At Baskin Robbins India, innovation is central to how we continue to delight consumers. The addition of New York Loaded Waffle sandwiches allows us to bring a fresh perspective to a familiar favourite. Our New York Loaded Waffles combine American flair and heritage with our understanding of Indian palates. They offer distinctive ways for consumers to enjoy their sweet treats and snacks. This launch reflects our continued focus on expanding our portfolio with exciting offerings that blend international taste, texture and choice.”
A similar move towards offering more than a single product category is visible in the premium chocolate segment. Founded in Bengaluru in 2015, SMOOR set out to introduce couverture chocolate to Indian consumers. Over the past decade, it has grown from a single chocolate lounge into a multi-format business spanning Signature Lounges, cafés, kiosks, gifting counters, dark kitchens, online sales and corporate gifting. Its journey shows how chocolate brands can build a wider proposition around everyday consumption, café experiences and gifting.
Another player, The Belgian Waffle Xpress (TBWX), has built its business around a 100% pure-vegetarian waffle offering. The brand currently runs 70 outlets, with more than 35 in the pipeline. Its growth reflects the potential of focused dessert concepts that build a recognisable product identity while serving consumers looking for convenient and affordable indulgence.
Alongside homegrown brands, international confectionery and bakery names are also eyeing India for expansion. Rising consumer interest in premium products and brands with a strong heritage is creating space for concepts that bring specialised offerings and established global credentials.
Swiss confectionery brand Confiserie Bachmann has entered India through a franchise partnership with CK Israni Group. Now run by its fourth generation, the company brings over 125 years of experience in Swiss confectionery and bakery to the Indian market.
Digital Platforms Reshape Dessert Sales
For dessert businesses, the customer journey now often starts online. Food delivery platforms have made it easier for consumers to discover and order products, while Instagram and other social media channels have become key to showcasing new launches, visually appealing desserts and seasonal offerings.
The role of these platforms goes well beyond generating orders. They allow smaller brands to reach customers without depending entirely on costly high-street locations. For established chains, they offer another channel to promote new products, encourage repeat purchases and connect with consumers across different neighbourhoods.
Gaganinder Goyal, Founder, The Belgian Waffle Xpress (TBWX), said, “About 60% of sales come from Zomato and Swiggy. Counter sales earn more per order, so we suggest using delivery for reach and building walk-ins through local marketing and each city’s own Instagram page.”
This underlines the need to treat delivery as one part of a broader sales strategy rather than the main source of revenue. Brands need to help franchisees understand the economics of each sales channel and build strategies that also bring customers into outlets.
Standardised packaging, channel-specific pricing and local marketing support can help franchise partners manage these operations. Tracking average order value, repeat purchases and contribution margins is equally important to ensure that higher order volumes lead to a sustainable business.
Smaller Cities Create Fresh Expansion Avenues
The opportunity for dessert brands is no longer limited to metros. Consumers in Tier II and Tier III cities are becoming more familiar with national and international food brands, driving demand for premium cakes, speciality ice creams, chocolates and café-style dessert concepts. For organised brands, these markets offer a chance to establish a presence before competition heats up.
However, demand in smaller cities comes with its own set of considerations. Purchasing power, local preferences and rental costs can vary widely from one market to another. A concept that works well in a premium metro neighbourhood may need a different pricing or store strategy in a smaller city.
For SMOOR, extending the customer experience across different occasions is central to its approach. Speaking on the opening of its new HSR Lounge, Vimal Sharma, Founder and CEO of SMOOR Chocolates, said, “Bengaluru is where our journey began, so opening the HSR Lounge in our anniversary year feels especially significant. With this space and our new menu, we are expanding the SMOOR experience into more occasions, from breakfast and lunch to evening dining and, of course, our signature world of chocolate.”
For more affordable dessert concepts, accessibility and familiarity matter just as much. Goyal said, “People want a premium-feeling treat at an affordable price, and a fresh waffle at The Belgian Waffle Xpress (TBWX) fits that. Being 100% pure veg helps us a lot, especially in Tier II/III markets.”
Location, Location, Location!
Location and outlet format are therefore central to expansion decisions. While malls and high streets offer visibility and footfall, neighbourhood stores and takeaway-led outlets can offer a more manageable cost structure. Brands need to assess whether a full-service café, a compact store or a delivery-focused outlet best suits the demand and investment potential of each market.
Product selection also needs to reflect local tastes. Retaining signature offerings while introducing familiar and regional flavours can help brands connect with a wider customer base. At the same time, reliable sourcing, cold-chain logistics and inventory management are essential, especially for products that need temperature control and have a short shelf life. For franchisors, the aim should be to identify markets and formats that support sustainable outlet economics, rather than chasing store numbers alone.
From Store-Level Success to Franchise Growth
A dessert concept may win customers with its products, but repeating that success across multiple outlets requires a well-built operating model. Keeping taste, presentation and service standards consistent becomes harder as a brand expands into new cities and works with more franchise partners.
Goyal said, “We offer a minimal barrier to entry, consistent taste across all our outlets and impeccable customer feedback. We’re a 100% pure-veg waffle brand with 70 outlets operational and more than 35 in the pipeline. Head office supplies our own premixes, so the taste is the same in every city.”
For franchisors, this means putting strong systems in place for sourcing, recipe standardisation, staff training and quality control. Ingredient availability and consistency are especially critical in the dessert business, where even small variations in quality can affect the customer experience. Central kitchens, approved vendor networks and standard operating procedures can help maintain consistency as the network grows.
The financial side of the business matters just as much to franchisees. Rent, equipment, interiors, ingredients, manpower, packaging and marketing costs all shape the investment required and the time taken to turn profitable. Brands must offer realistic sales projections and ensure the proposed format suits the market in which a franchise partner plans to operate.
Digital platforms can build awareness and add incremental sales, but they cannot replace the value of repeat customers, efficient store operations and a differentiated product. A sustainable franchise model must work across sales channels while allowing franchisees to earn fair returns.
What Lies Ahead for Dessert Franchising
From indulgent chocolate creations and artisanal bakes to freshly made waffles and café-style desserts, brands are finding fresh ways to win over India’s evolving sweet-toothed consumers. But turning this interest into a lasting business takes more than product innovation. The next phase of growth will depend on understanding local tastes, maintaining quality, pricing competitively and running efficient operations. A viable franchise model, backed by realistic investments and healthy returns, will be key to creating long-term value for both brands and their franchise partners.
