Maharaja Bhog

Globalizing a regional dining experience

Maharaja Bhog is a multinational chain of restaurants serving unlimited sit-down meals (thali).
In 2015, the company had several locations but lacked a cohesive global identity.

In my role as Director of Strategy and Communications, I worked with them to create a unified multinational presence, integrated technology for smoother operational and financial management and explored avenues for growth through new locations and product verticals.

#FOOD-AND-BEVERAGE

#SERVICE-DESIGN

#SYSTEM-DESIGN

#BRAND-IDENTITY

#PROCESS-DESIGN

#UX

TIMELINE

December 2015 - Present

CREDITS

Chromatick Studio (Visual Design)

ORGANIZATION

Maheshwari Foods (Maharaja Bhog)

INDUSTRY

Food & Beverage, Hospitality

REGION

India, UAE, USA

MY ROLE

Brand Identity
Streamlining Processes
Technology Upgradation
Project Management
Strategy

TOOLS & SKILLS

Adobe Illustrator
Wordpress
Wix

Devising a Global Brand Identity

The company was using disparate logos and did not have a cohesive brand identity or communication strategy. The existing branding was not unique, registered or consistent. ‍

Facilitated new international logo to capture the essence of the brand and redesigned all collaterals to use the same visual language social media, print materials (menus, gift cards, stationery), hardware (signages)
Devised a detailed Brand Manual with all required use cases to show application of new identity

OLD LOGO

NEW LOGO

WEBSITE DESIGN

Process & System Redesign

The company was traditionally run with a lack of technology driven solutions to manage the data -both operational and financial, decisions were not backed by a study of the data available readily. Based on identified gaps, these are a few initiatives that were implemented:

Monthly MIS reporting between locations to set expectations, and clearer financial planning at the headquarter level
Implemented a cloud-based POS system to better integrate data across locations in different global locations
Streamlined accounting systems to allow for different regulations across global subsidiaries
Data collection and analytics of user data to provide relevant services at region appropriate pricing

Diversifying Verticals

The company’s revenue stream was limited to dine-in and limited takeaways. The company was not capitalizing the demand for its products (based on taste and quality) outside of the restaurants. Based on feedback from customers, I created a range of products that can be purchased at the stores for customers to take the dining experience back home.

Conceptualized and launched a product line of retail products based on customer favorite items at the restaurant. This provides an additional vertical of revenue for the restaurant chain.

Global Vision

The company had a domestic focus with no clear vision for international expansion. They also had underperforming sub-brands and restaurants.

By removing unprofitable sub-brands, the parent company was able to scale from 6 outlets in 2015 to 12 outlets across the world in 2019.

Want to work together?

If you like what you see and want to work together, get in touch!

ayush@newschool.edu