1. At a Glance
Devyani International, India’s largest Yum! Brands franchisee (KFC, Pizza Hut, Costa Coffee), just posted Q1 FY26 revenue of ₹1,357 Cr, up 11.1% YoY, thanks partly to swallowing Sky Gate Hospitality in a ₹4,196 Cr bite — adding 274 stores and indigestion to the balance sheet. PAT? A tiny ₹2.23 Cr — yes, crores, not hundreds. OPM is stuck around 15%, debt is over ₹3,100 Cr, and ROE is negative. Basically, sales are booming, profits are fasting.
2. Introduction
Devyani International isn’t just flipping chicken wings and brewing cappuccinos — it’s scaling India’s QSR scene faster than Zomato pushes ads. With over2,145 outletsacross brands like KFC, Pizza Hut, and Costa Coffee, it’s the kind of corporate empire that makes you wonder if your city even needs another fried chicken counter (spoiler: yes, according to them).
This quarter was all aboutexpansion calories: buying an 80.72% stake in Sky Gate Hospitality, which runs Pind Balluchi and other F&B brands, instantly ballooning their store count and geographic spread. Sales rose 11% YoY, but profits fell off a cliff — down nearly 89% — proving that scale in QSR doesn’t guarantee fat margins.
RJ Corp, the promoter group, is no stranger to consumer businesses — they also run Varun Beverages. But while Pepsi bottling gushes profits, Devyani’s QSR cash flow is more of a trickle, thanks to high lease costs, interest expense, and the cruel reality that pizzas and coffee don’t defend margins like colas do.
Investors betting on this stock are buying into theideaof a Domino’s-sized profit machine, but right now, it’s more like a startup on a perpetual bulking diet: all intake, little
muscle.
3. Business Model (WTF Do They Even Do?)
- Franchise Operations:
- KFC, Pizza Hut, Costa Coffee in India under Yum! Brands.
- Pay franchise fees, buy from approved suppliers, and follow global SOPs.
- Expansion via Acquisitions:
- Sky Gate deal to enter casual dining space (Pind Balluchi).
- Revenue Sources:
- Dine-in, delivery, takeaway.
- Coffee and beverage sales (Costa).
It’s a capex-heavy, royalty-draining, and lease-expense-filled model. Stores are mostly leased, meaning fixed costs are high and any sales dip hits hard. Operating leverageshouldwork in their favour as volumes grow — but only if same-store sales rise faster than rentals and wages.
4. Financials Overview
| Metric | Q1 FY26 | Q1 FY25 | Q4 FY25 | YoY % | QoQ % |
|---|---|---|---|---|---|
| Revenue (₹ Cr) | 1,356.97 | 1,221.90 | 1,212.59 | 11.1% | 11.9% |
| EBITDA (₹ Cr) | 205.88 | 215.82 | 185.77 | -4.6% | 10.8% |
| PAT (₹ Cr) | 2.23 | 22.43 | -16.77 | -90.0% | NA |
| EPS (₹) | 0.03 | 0.25 | -0.12 | -88.0% | NA |
YoY sales up, but EBITDA down and PAT almost vanished — expansion costs, interest burden, and weaker margins played the villain.
5. Valuation (Fair Value Range)
- P/E Method:Negative ROE, inconsistent EPS — P/E not meaningful.
- EV/EBITDA:
