PROCESSES

In May 2023, KLC achieved a major milestone by successfully making their business profitable in each of the three markets (Kuwait, UAE, and Qatar) they set their sights on, as well as on a group level. Moving forward, KLC intends to expand its operations while prioritising profitability. “As a family business, we remain dedicated to investing in our company and fostering sustainable growth.” Adds Mubarak.

For Mubarak and Mohammed, the key challenge lies in maintaining consistency and reliability across their operations while ensuring a satisfying delivery experience. They are enthusiastic about sharing their food, culture, and commitment to quality with the countries they aim to establish a presence in. Establishing trust and fostering customer loyalty is contingent upon achieving correlation and consistency across all their brands, ensuring that each one is prepared and served the KLC way, utilising the same ingredients and upholding the same quality regardless of location. Teams will be trained to ensure a successful onboarding process, ensuring new members comprehend their operational methods and the popularity of specific cuisines in each zone, enabling them to rearrange their kitchens accordingly.

Excited by the prospect of tapping into new markets, Mubarak and Mohammed are determined to continue delivering quality food to their valued customers across all borders.

Before brand creation, thorough market screening and competitor analysis are conducted to gain insights into the specific zone's landscape. Sample menus are then crafted, considering factors such as suitability for delivery, and tastings are performed to ensure optimal flavours. Packaging is carefully chosen to maintain the food's quality during delivery. This process continues until the team is satisfied. Once this is achieved, costing and pricing analysis begins, focusing on sensibly pricing the food within the market range and maintaining competitiveness. Brand creation and launch duration vary depending on the cuisine and menu size, typically ranging from one to six months.

Mubarak and Mohammed are also committed to sustainability, considering it a top priority in their business endeavours. They take significant measures to contribute to a cleaner environment and reduce their carbon footprint, recognising the importance of their role in helping society. One of their key initiatives involves reducing the utilisation of single-use plastics throughout all their brands, opting instead for recyclable and eco-friendly packaging options. They actively encourage their customers to participate in recycling efforts and have even launched a comprehensive 6-month campaign that unifies their brands through packaging, aiding as a positive reminder to prioritise recycling. By implementing these initiatives, they make a difference and promote sustainable practices within the industry.

The pair recognises that operating virtual brands within cloud kitchens or traditional brick-and-mortar establishments is a relatively new concept, and its deployment has seen both successes and failures. They firmly believe that maintaining complete control over their virtual brands and operating them within their kitchens enables them to exhibit remarkable adaptability and flexibility in any market they enter. By curating a diverse portfolio of brands, they successfully address various market gaps and cater to consumers' differing tastes and preferences across different regions. While they acknowledge the presence of popular choices in cuisines, they also see significant potential in unexplored culinary territories and niche markets.

Driven by a passion for innovation and adaptability, KLC Virtual Restaurants is constantly motivated by the ever-changing landscape of the food industry. Their active involvement in food tech and leveraging the latest technological advancements has led to exploring new opportunities and disrupting the traditional food scene. This continuous engagement enables them to consistently seek ways to enhance their business model and foster ongoing development and innovation. Their commitment to staying ahead of the curve fuels their drive to shape the industry's future.

Their focus remains on expanding their presence within the GCC markets. They are determined to venture into unexplored territories and cities such as Abu Dhabi,

Bahrain, Oman, and KSA. Simultaneously, they are developing new brands using existing and new cuisines across all their target markets. They are also exploring the potential of licensing their brands in areas in which they do not plan to operate, a strategic move that aligns with their GCC expansion plans. With a forward-thinking mindset, they are poised to leave a lasting impact on the culinary landscape while extending their reach to new horizons.